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PEIMER 



OF 



SCIENTIFIC 
MANAGEMENT 



BY 



FRANK B. GILBRETH 

MEMBER AMKEICAK SOCIETY OF MECHANICAL ENGINEEES 
COXSULTING MANAGEMENT ENGLNEBB 



WITH AN INTRODUCTION 

BY 

LOUIS D. BEANDEIS 




NEW YORK 

D. VAN NOSTRAND COMPANY 

25 Paek Place 

1912 



<'> 



Copyright, 1912, by 
D. Van Nostrand Company 






OTHER WORKS BY 
THE SAME AUTHOR 



Motion Study: 

A Method of Increasing the Efficiency 
of the Workman 



Concrete System 



Bricklaying System 



Field System 



PUBLISHERS' PREFACE 



1 



The publishers of the American Magazine printed seri- 
ally in their issues of March, April, and May, 1911, ''The 
Principles of Scientific Management,'' by Frederick W. 
Taylor, M.E., gc.D. 

As a result, hundreds of letters came to them from their 
readers from all parts of the world, with requests for 
further information on the subject of the elimination of 
unnecessary waste in human effort. 

These letters were all handed to Mr. Gilbreth to answer 
the questions they contained, and this book is the result. 

The above fact explains, in part at least, why this book , 
is not a complete treatise on Scientific Management. -.^-^ 

Mr. Gilbreth's life work has been the elimination of 
unnecessary waste and fatigue in the operations of human 
labor. As a follower of Mr. Taylor, he has been able 
invariably to decrease labor costs and increase wages 
simultaneously. 

The author will welcome any further questions from 
any interested reader which the present volume does not 
cover. 



ill 



TABLE OF CONTENTS 

Foreword vii 

CHAPTER I 

Definitions of Terms of Scientific Management . . 1 

1. Scientific Management 1 

2. Taylor System 6 

3. Time Study 7 

4. Motion Study 8 

5. Task 9 

6. Functional Foremen 10 

CHAPTER II 

Laws, or Principles, of Scientific Management ... 12 

1. Time Study 12 

2. Standards 14 

8. Instruction Cards 16 

4. Functional Foremen . 18 

6. Rate of Compensation 20 

6. Prevention of Soldiering 30 



CHAPTER III 

Application of the Laws of Scientific Management 
1. Field of Applicability 



2. Possibility of Substitutes 

3. Preparation for Introduction of Scientific Management 

4. Place of Introduction 

5. Method of Installing Scientific Management . 

6. Time necessary for Installing Scientific Management 

7. Practicability of Scientific Management 

8. Purpose of Scientific Management .... 

9. Expense of Scientific Management .... 
10. Indicators of Successful Management . 

V 



31 

31 
32 
35 
35 
36 
37 
38 
39 
39 
44 



vi CONTENTS 

CHAPTER IV 

PAGE 

The Effect of Scientific Management on the Worker . 45 

1. Accidents 45 

2. Brain 48 

3. Chance for Square Deal 56 

4. Chance for Work 57 

5. Health 64 

6. Initiative 67 

7. Instruction 70 

8. Leisure, or Rest 73 

9. '* Life, Liberty, and the Pursuit of Happiness" . . 73 

10. Output 76 

11. Promotion 77 

12. Speed 80 

13. Unions 85 

14. Washes 89 



-O' 



CHAPTER V 

Relation of Scientific Management to Other Lines of 

Activity 93 

1. Colleges 93 

2. Continuation Schools 93 

3. General Welfare of the Country 94 

4. Industrial Peace 98 

5. National Industrial Supremacy 99 

6. Reclassifying the Trades 99 

7. Vocational Guidance 100 

8. Welfare Work 100 



FOREWORD 

In preparing this Primer of Scientific Management Mr. 
Gilbreth has performed a pubHc service. His clear and 
simple instruction in the rudiments of the science will aid 
managers, superintendents, and foremen in their efforts 
to introduce it into their business. But the Primer will 
prove of greatest value in helping to remove from the 
minds of workingmen misapprehensions which have led 
some well-meaning labor leaders to oppose a movement 
from which labor has most to gain. That these labor 
leaders should, at the outset, have viewed the new man- 
agement with suspicion was natural and proper. The 
'' Beginning of Wisdom is Fear.'' But the second step in 
the path of wisdom is understanding; and courage should ) 
not lag far behind. 

Scientific Management undertakes to secure greater 
production for the same or less effort. It secures to the 
workingman that development and rise in self-respect, 
that satisfaction with his work which in other lines of 
human activity accompanies achievement. 

Eagerness and interest take the place of indifference, 
both because tjbe workman is called upon to do the highest 
work of which he is capable, and also because in doing 
this better work he secures appropriate and substantial 
recognition and reward. Under Scientific Management 

vii 



viii FOREWORD 

men are led, not driven. Instead of working unwillingly 
for their employer, they work in cooperation with the 
management for themselves and their employer on what 
is a '^ square deal/' If the fruits of Scientific Manage- 
ment are directed into the proper channels, the working- 
man will get not only a fair share, but a very large share, 
of the industrial profits arising from improved industry. 

In order that the workingman may get this large share 
of the benefits through higher wages, shorter hours, reg- 
ular employment, and better working conditions, the labor 
unions must welcome, not oppose, the introduction of 
Scientific Management to the end that the workingman 
through the unions may participate in fixing those wages, 
hours, and conditions. 

Unless the workingman is so represented, there must be 
danger that his interests will not be properly cared for; 
and he cannot be properly represented except through 
organized labor. The introduction of Scientific Manage- 
ment therefore offers to Organized Labor its greatest 
opportunity. 

LOUIS D. BRANDEIS. 

May, 1912. 



CHAPTER I 
DEFINITIONS OF TERMS 

Scientific Management 

What is scientific management? 

Dr. Frederick W. Taylor says : — 

"The art of management has been defined 'as knowing 
exactly what you want men to do and then seeing that they 
do it in the best and cheapest way' (Shop Management); 
also, 'The principal object of management should be to 
secure the maximum prosperity for the employer coupled 
with the maximum prosperity for each employee/ 

'' Scientific Management has for its very foundation the 
firm conviction that the true interests of the two are one 
and the same; that prosperity for the employer cannot 
exist through a long term of years unless it is accompanied 
by prosperity for the employee, and vice versa; and 
that it is possible to give the worker what he most wants — 
high wages — and the employer what he wants — a low 
labor cost — for his manufactures.'' 

''Principles of Scientific Management." Harper and 
Brothers. 

Mr. H. K. Hathaway says: — 

"For its objects Scientific Management has the saving 
of energy, materials, and time, or in other words, the 
elimination of waste, and the increase of the world's 
wealth resulting from greater productivity of men and 
machinery. These it aims to achieve, in each industry 
to which it is applied, through bringing to bear upon each 
problem the analytical methods of investigation employed 
in the sciences; developing an art of science with well de- 

1 



2 PRIMER OF SCIENTIFIC MANAGEMENT 

fined and codified laws, in place of uncertain tradition 
and rule-of-thumb opinion. This is a broad statement 
of the first principle of Scientific Management. '^ 

Mr. James Mapes Dodge says in Paper 1115, Trans- 
actions of A. S. M. E., entitled ''A History of the Intro- 
duction of a System of Shop Management '' : — 

''The Taylor System is not a method of pay, a specific 
ruling of account books, nor the use of high-speed steel. 
It is simply an honest, intelligent effort to arrive at the 
absolute control in every department, to let tabulated and 
unimpeachable fact take the place of individual opinion; 
to develop 'team-play' to its highest possibility.'' 

Col. Theodore Roosevelt says : — 

"Scientific Management is the application of the con- 
servation principle to production. It does not concern 
itself with the ownership of our natural resources. But 
in the factories where it is in force it guards these stores 
of raw materials from loss and misuse. First, by finding 
the right material — the special wood or steel or fiber — 
which is cheapest and best for the purpose. Second, by 
getting the utmost of finished product out of every pound 
or bale worked up. We couldn't ask more from a patriotic 
motive, than Scientific Management gives from a selfish 
one. 

"Now, the time, health, and vitahty of our people are 
as well worth conserving, at least, as our forests, minerals, 
and lands. And Scientific Management seems to do even 
more for the workman than for raw materials. It studies 
him at his task. Of the motions he makes and the efforts 
he puts forth, it determines by patient observation, which 
are the ones that get the result. It experiments to see 
whether these cannot be further shortened, or made easier 
for him. 

"When the right way has been worked out in every de- 
tail. Scientific Management sets it up as a standard for 
that job; then instructs and trains the workman until 



DEFINITIONS OF TERMS 3 

he can accomplish this standard. And so on with all 
other workmen and all other jobs. The individual is 
first made efficient; his productive capacity is raised 
twenty-five or fifty per cent, sometimes doubled. From 
these efficient units is built up an efficiency organization. 
And when we get efficiency in all our industries and com- 
mercial ventures, national efficiency will be a fact." 

Mr. Brandeis says in ^' Scientific Management and the 
Railroads/' published by Engineering Magazine j New 
York: — 

'' Scientific Management means universal preparedness, 
the same kind of preparedness that secured to Prussia a 
victory over France and to Japan a victory over Russia. 
In Scientific Management nothing is left to chance ; all is 
carefully planned in advance. 

''Every operation is to be performed according to a 
predetermined schedule under definite instructions; and 
the execution under the plan is inspected and supervised 
at every point. Errors are prevented instead of being 
corrected. The terrible waste of delays and accidents is 
avoided. Calculation is substituted for guess; demon- 
stration for opinion. The high efficiency of the limited 
passenger train is sought to be obtained in the ordinary 
operations of the business.'^ 

Professor Roe of Yale says that ''Scientific Manage- 
ment'' consists of three things: — 

1. Accurate determination of the method and time 
in which a piece of work should be done. 

2. Detailed instructions for 1. 

3. Rewards and penalties to secure 1 and 2. 

Mr. Cleveland Moffat says: — 

"The basis of Scientific Management, as it is of art, 
is the rigorous cutting away of superfluities — not one 
wasted motion, not one wasted minute.'' 



4 PRIMER OF SCIENTIFIC MANAGEMENT 

Engineering and Contracting says, in an editorial in 
the April 5, 1911, issue: — 

*^As we conceive it, Scientific Management consists 
in the conscious application of the laws inherent in the 
practice of successful managers and the laws of science in 
general. It has been called management engineering, 
which seems more fully to cover its general scope of the 
science/' 

Mr. Arthur W. Page says on page 14049 of World^s 
Work: — 

'*What is 'Scientific Management'? 

'' Many people get the impression that Scientific Manage- 
ment consists of slide rules, instruction cards, eight sets 
of shovels, and the like. 

'' In reality the appliances are the least important part 
of it. The main thing is, first, to get the accurate infor- 
mation and, second, to continuously apply it.'' 

Mr. H. L. Gantt says : — 

*'A system of management, to deserve the term 
* scientific,' should aim to meet the following four condi- 
tions : — 

'* 1. It should provide means for utilizing all of the avail- 
able knowledge concerning the work in hand. 

'^ 2. It should provide means for seeing that the knowl- 
edge furnished is properly utilized. 

'^3. It should award liberal compensation for those who 
do use it properly. 

^'4. It should provide liberal means for acquiring new 
knowledge by scientific investigation, with adequate re- 
wards for success. 

''In introducing such a system, my advice is to begin at 
the bottom and go slowly." 

W. B. Laine says: — 

"Scientific Management is that form of Manage- 
ment which — 



DEFINITIONS OF TERMS 6 

"(1) Separates an operation into its elements and de- 
termines — by study, observation, and experiment of unit 
times and motions — standards of equipment and method 
with definite instructions for operation; and 

'' (2) Determines a definite task difficult of attainment, 
but possible of daily and continuous performance with 
conservation of the physical and mental health of the 
worker; and 

^'(3) Routes material and effort in accordance with 
determined standards, providing instruction by func- 
tionally operating and trained teachers for the worker; 
and 

^^ (4) Determines methods of payment, assuring a wage 
considerably above the ordinary and giving a large reward 
for attainment of the task and a definite loss for failure; 
and 

^' (5) By the elimination of waste material and effort, 
lost time, idle machinery, and capital, assures the max- 
imum of prosperity for the employer and the employee/' 

Taylor System 

What is the difiference between Scientific Manage- 
ment and the Taylor Plan? 

Dr. Taylor's functional foreman plan of management 
founded upon time study is the basis for all scientific 
management, i.e. for types of management where scien- 
tific laboratory methods of analysis are substituted for 
the rule of '^ thumb methods '' that have been handed 
down by word of mouth. 

The Taylor plan of management is generally known 
as "Scientific Management,'' although there are many 
plans of management formulated by scientists that do 
not conform to the laws of management as discovered 
by Dr. Taylor. 



6 PRIMER OF SCIENTIFIC MANAGEMENT 

Why is not Scientific Management called *' the Taylor 
System '' ? 

That type of management founded upon the best recog- 
nized scientific principles of to-day should be known as 
Taylor^s plan of management, and would be, but for the 
personal objections of Dr. Taylor. 

Where is Scientific Management best explained? 

Dr. Taylor's writings describe his work in full. See: — 

Transactions of the American Society of Mechanical 
Engineers, Papers numbered — 

647. —^^ A Piece Rate System.'' June, 1895. 

1003. — '^Shop Management." June, 1903. 

1119. —''On the Art of Cutting Metals." December, 
1906. 

Also 

American Magazine — March, April, May, 1911. 

'' The Principles of Scientific Management." Harper's. 

"Shop Management." Harper's. 

The value of Dr. Taylor's work was appreciated very 
early. 

Mr. Harrington Emerson, industrial engineer, recognized 
the epoch-making value of A. S. M. E. Paper 1003 at the 
time of its presentation before the American Society of 
Mechanical Engineers, in 1903, when he said: — 

''I regard the paper presented at this meeting by Mr. 
Taylor as the most important contribution ever presented 
to the Society, and one of the most important papers ever 
published in the United States." 



DEFINITIONS OF TERMS 7 

Time Study 

What is "Time Study ^'? 

Time study is the art of recording, analyzing, and 
synthesizing the time of the elements of any operation, 
usually a manual operation, but it has also been extended 
to mental and machinery operations. 

It is one of the many remarkable inventions of Dr. 
Taylor while he was working at the Midvale Steel Works. 
It differs from the well-known process of timing the com- 
plete operation, as, for instance, the usual method for 
timing the athlete, in that the timing of time study is done 
on the elements of the process. Much ridiculous criti- 
cism has been put forward by well-meaning but unin- 
formed persons, who claim that timing a worker down to 
a three hundredth of a minute is unkind, inhiunan, and 
conducive to the worst form of slavery ever known. 
On the contrary, obtaining precise information regard- 
ing the smallest elements into which an art or a trade can 
be subdivided, and examining them separately, is the 
method adopted in all branches of scientific research. 

For description of time study data by Mr. Sanford E. 
Thompson, C. E., see "Shop Management,'' Harper and 
Brothers. 

For time study by Mr. R. T. Dana, see "Handbook of 
Steam Shovel Work,'' The Bucyrus Co. 



8 



PRIMER OF SCIENTIFIC MANAGEMENT 



Motion Study 

What is Motion Study? 

Motion study is the science of eliminating wasteful- 
ness resulting from using unnecessary, ill-directed, and 
inefficient motions. 

The aim of motion study is to find and perpetuate the 
scheme of least waste methods of labor. 

By its use we have revolutionized several of the trades.^ 
There is probably no art or trade that cannot have its 
output doubled by the application of the principles of 
motion study. Among the variables affecting the motions 
most, are 

Variables of the Worker 



Anatomy 


Experience Nutrition 


Brawn 


Fatigue 


Size 


Contentment 


Habits 


Skill 


Creed 


Health 


Temperament 


Earning power 


Mode of living Training 


Variables of ' 


THE Surroundings, Equipment, and 




Tools 


Appfiances 




Reward and punishment 


Clothes 




Size of unit moved 


Colors 




Special fatigue eliminating 


Entertainment, music, read- 


devices 


ing, etc. 




Surroundings 


Heating, cooling, 


ventilating 


Tools 


Lighting 




Union rules 


Quality of material 


Weight of unit moved 


1** Motion Study 


," published by D. Van Nostrand Company, 


25 Park Place, New York. 





DEFINITIONS OF TERMS 9 

Variables of the Motion 
Acceleration 
Automaticity 

Combination with other motions and sequence 
Cost 

Direction 
Effectiveness 

Foot pounds of work accomplished 
Inertia and momentum overcome 
Length 
Necessity 
Path 

Play for position 
Speed 

Arthur Twining Hadley, President of Yale University, 
states in his book '^ Economics '' : — 

" The ability of a community to pay high wages seems 
to depend more upon the avoidance of waste than upon 
increase of accumulations/' 

Task 

What is meant by the word ^^ task]"? 

The quantity of work of prescribed quality to be done 
in a given time, or the time required to do a certain 
quantity of output in a certain way as prophesied by 
scientific time study, is called the ''task/' The task 
is determined by building up synthetically the easiest, 
least fatiguing, least wasteful method, and allowing a 
definite percentage of time for rest, and a definite per- 
centage for unavoidable delays. This percentage seldom 



10 PRIMER OF SCIENTIFIC MANAGEMENT 

amounts to less than 12)^ per cent and often reaches 
to more than 30 per cent, and in some cases over 50 
per cent. 

The task is obviously, then, not a measure of how much 
a man can do under a short burst of speed, but instead 
is that maximum quantity that he can do day after day 
without speeding up and year after year with improve- 
ment to his health. 

The task is the quantity that the man who is actually 
to do the work can do continuously and thrive. 

Functional Foremen 
What is the meaning of ^^Fimctional Foremen"? 

Functional foremen differ from the usual type of fore- 
men in that, while the latter have full charge of a certain 
number of men, the former have charge of a certain 
function in the handling of the men. For example, the 
principal functional foremen under the Taylor plan 
consist of 

(a) Route clerk, and order of work clerk. 

(6) Instruction card clerk. 

(c) Time and cost clerk. 

(d) Disciplinarian. 

(e) Gang boss. 
(/) Speed boss. 
(g) Repair boss. 
(h) Inspector. 

All of these functional foremen must be specialists at 
their functions and must be prepared constantly to teach 
and help the individual workman with whom they work 
in direct contact. 



DEFINITIONS OF TERMS 11 

The functional foreman under the scientific plan of 
management differs from the foreman under the tradi- 
tional plan of management in that the latter has so many- 
functions and duties to perform that he has to depend 
largely upon the individual workman to guess for him- 
self as to which is the best way to do the work and to 
hold his job. 

Regarding the savings and economic benefits accruing 
from the general principle of division of labor, Adam Smith 
said in 1776 (^^ An Inquiry into the Nature and Causes of 
the Wealth of Nations '') : — 

'^ This great increase in the quantity of work, which, in 
consequence of the division of labor, the same number 
of people are capable of performing, is owing to three 
different circumstances: first, to the increase of dex- 
terity in every particular workman; secondly, to the 
saving of time which is commonly lost in passing from 
one species of work to another; and, lastly, to the 
invention of a great number of machines which faciHtate 
and abridge labor, and enable one man to do the work 
of many/^ 

Regarding division of mental labor, Charles Babbage 
said: — 

" The effect of the division of labor , both mechanical 
and in mental operations, is, that it enables us to purchase 
and apply to each process precisely that quantity of skill 
and knowledge which is required for it; we avoid em- 
ploying any part of the time of a man who can get eight 
or ten shillings a day by his skill in tempering needles, 
in turning a wheel, which can be done for sixpence a day; 
and we equally avoid the loss arising from an accomplished 
mathematician in performing the lowest processes of 
arithmetic/' 



CHAPTER II 
LAWS OR PRINCIPLES OF SCIENTIFIC MANAGEMENT 

Time Study 

What is the fundamental of ScientilBc Management? 

The great fundamental of Scientific Management is 
time study. 

On time study hangs the entire plan of the Taylor 
system of management. The apparently simple art of 
time study is m reality a great invention, for, previous 
to Taylor^s discovery of it, there was no practical way of 
predetermining or prophesying accurately the amount of 
work that a man could do before he actually commenced 
to do it. 

Any plan of management that does not include Tay- 
lor's plan of time study cannot be considered as highly 
efficient. We have never seen a case in our work where 
time study and analysis did not result in more than 
doubling the output of the worker. The greatest need 
to-day, as Dr. Taylor has already pointed out, is a hand- 
book of time study data for assisting the workers to earn 
higher wages and the management to secure lower pro- 
duction costs. It is hoped that the day will soon arrive 
^hen the colleges will cooperate in undertaking this work 
in accordance with a definite plan, with a national bureau 
in charge of the entire work. 

12 



LAWS OR PRINCIPLES 13 

What are the purposes of Time Study? 

The purposes of the scientific study of unit times are 
five, as follows: — 

1. To obtain all the existing information about the 
art or trade being investigated that is possessed by the 
present masters, journeymen, and experts of that trade, 
who obtained the most of their information through the 
''journeyman to apprentice method^' of teaching. 

2. To get the most exact information regarding the 
time required to perform each smallest element of the 
operation, so that in building up the standard method 
synthetically the quickest elements and motions may be 
selected, in order that the workman can, other things 
being equal, use a method consisting of elements requiring 
the least time to perform. 

3. To determine which motions and elements are the 
least fatiguing, that the worker may be caused no unneces- 
sary fatigue in his work, nor any fatigue outside of his work 
of actually producing output. 

4. To determine the amount of actual rest that each 
kind of work requires, that neither the management nor 
the man himself may injure the man by trying to make him 
do too much in order to obtain an increase over and above 
the unusually high wages offered by Scientific Management. 

5. To determine the personal coefl[icient of each appli- 
cant for certain kinds of work, that he may be assisted in 
entering that vocation for which he is best fitted. 

It will be seen by the above that it is necessary to obtain 
the most accurate and minute times if the greatest good 
to the worker and the management is to be obtained. 



14 PRIMER OF SCIENTIFIC MANAGEMENT 

Standards 

Why is the establishment of standards of tools, 
methods, and devices of such vital importance as a 
preliminary? 

This is best answered by Mr. Morris Llewellyn Cooke, 
in his valuable ''Report to the Carnegie Foundation For 
the Advancement of Teaching/' He says (p. 6) : — 

''A standard under modern Scientific Management is 
simply a carefully thought out method of performing a 
function, or carefully drawn specification covering an im- 
plement or some article of stores or of product. The idea 
of perfection is not involved in standardization. The 
standard method of doing anything is simply the best 
method that can be devised at the time the standard is 
drawn. Improvements in standards are wanted and 
adopted whenever and wherever they are found. There 
is absolutely nothing in standardization to preclude inno- 
vation. But to protect standards from changes which are 
not in the nature of improvements, certain safeguards are 
erected. These safeguards protect standards from change 
for the sake of change. All that is demanded under mod- 
ern scientific management is that a proposed change in a 
standard must be scrutinized as carefully as the standard 
was scrutinized prior to its adoption ; and further that this 
work be done by experts as competent to do it as were 
those who originally framed the standard. Standards 
adopted and protected in this way produce the best that 
is known at any one time. Standardization practiced in 
this way is a constant invitation to experimentation and 
improvement. '^ 

In what way can the general adoption of standards 
save money? 

Dr. Taylor in his Paper 1003 (''Shop Management''), 
American Society of Mechanical Engineers, says : — 



LAWS OR PRINCIPLES 15 



(d 



284. It would seem almost imneeessary to dwell upon 
the desirability of standardizing, not only all of the tools, 
appliances, and implements throughout the works and 
office, but also the methods to be used in the multitude of 
small operations which are repeated day after day. There 
are many good managers of the old school, however, who 
feel that this standardization is not only unnecessary, but 
that it is undesirable, their principal reason being that it is 
better to allow each workman to develop his individuality 
by choosing the particular implements and methods which 
suit him best. And there is considerable weight in this 
contention when the scheme of management is to allow 
each workman to do the work as he pleases and hold him 
responsible for results. Unfortunately, in ninety-nine out 
of a hundred such cases only the first part of this plan 
is carried out. The workman chooses his own methods 
and implements, but is not held in any strict sense 
ACCOUNTABLE unless the quality of the work is so poor 
or the quantity turned out is so small as to almost 
amount to a scandal. In the type of management 
advocated by the writer, this complete standardization 
of all details and methods is not only desirable, but abso- 
lutely indispensable ^s a preliminary to specifying the 
time in which each operation shall be done, and then in- 
sisting that it shall be done within the time allowed. 

**285. Neglecting to take the time and trouble to 
thoroughly standardize all of such methods and details is 
one of the chief causes for setbacks and failure in intro- 
ducing this system. Much better results can be attained, 
even if poor standards be adopted, than can be reached 
if some of a given class of implements are the best of their 
kind while others are poor. It is uniformity that is re- 
quired. Better have them uniformly second class than 
mainly first with some second and some third class thrown 
in at random. In the latter case the workmen will almost 
always adopt the pace which conforms to the third class 
instead of the first or second. In fact, however, it is not 
a matter involving any great expense or time to select in 
each case standard implements which shall be nearly the 
best or the best of their kinds. The writer has never 



16 PRIMER OF SCIENTIFIC MANAGEMENT 

failed to make enormous gains in the economy of running 
by the adoption of standards. 

*'286. It was in the course of making a series of experi- 
ments with various air hardening tool steels with a view 
to adopting a standard for the Bethlehem works that Mr. 
White, together with the writer, discovered the Taylor- 
White process of treating tool steel, which marks a dis- 
tinct improvement in the art; and the fact that this 
improvement was made, not by manufacturers of tool steel, 
but in the course of the adoption of standards, shows both 
the necessity and fruitfulness of methodical and careful 
investigation in the choice of much neglected details. 
The economy to be gained through the adoption of uni- 
form standards is hardly realized at all by the managers 
of this country. No better illustration of this fact is 
needed than that of the present condition of the cutting 
tools used throughout the machine shops of the United 
States. Hardly a shop can be found in which tools made 
from a dozen different qualities of steel are not used side 
by side, in many cases with little or no means of telling 
one make from another; and, in addition, the shape of 
the cutting edge of the tool is in most cases left to the fancy 
of each individual workman. When one realizes that 
the cutting speed of the best treated air hardening steel is 
for a given depth of cut, feed, and quality of metal being 
cut, say sixty feet per minute, while with the same shaped 
tool made from the best carbon tool steel and with the 
same conditions, the cutting speed will be only twelve 
feet per minute, it becomes apparent how little the neces- 
sity for rigid standards is appreciated.'' 

How can instruction cards be made out for laborers 
who cannot write or read any language, and who also 
cannot speak or understand the language of the man- 
agement? 

There are several ways of overcoming this difficulty. 
If the job is a long one of highly repetitive work, it is 
sometimes advisable to get an interpreter who can trans- 



LAWS OR PRINCIPLES 17 

late and teach the instruction card to the men. If the 
men read, it is possible to print the entire card in the 
two languages. 

Where this has not been advisable, we have found 
that a full-sized exhibit of a complete unit to be con- 
structed, maintained in all its various stages, and shown 
in detail as to method and result, has contained enough 
of the principles and features of the instruction card 
to serve the purpose. 

We have found that stereoscopic (3-dimension) photo- 
graphs and a stereoscope have been a great help, not 
only where the men do not understand the language of 
the management, but also in cases where they do. 

Dr. Taylor says : — 

*' The instruction card can be put to wide and varied 
use. It is to the art of management what the drawing is 
to engineering, and, like the latter, should vary in size 
and form according to the amount and variety of the in- 
formation which it is to convey. In some cases it should 
consist of a pencil memorandum on a small piece of paper 
which will be sent directly to the man requirmg the in- 
structions, while in others it will be in the form of several 
pages of typewritten matter, properly varnished and 
mounted, and issued under the check or other record 
system, so that it can be used time after time.'' 

And any method or device that will enable the manage- 
ment to explain to the men exactly what is wanted, that 
they may do the performing exactly in accordance with 
the method required by the planning department, will 
perform the functions of the instruction card. 

In whatever form or physical shape the instrument 
for conveying the information from the planning depart- 



18 PRIMER OF SCIENTIFIC MANAGEMENT 

ment is, one thing is certain, i.e. that the more explicit 
and definite this information, the better the results will be. 

Functional Foremen 

With so many ftmctional foremen, who shall decide 
when they disagree? 

Each functional foreman decides matters pertaining to 
his own work. In case of a disagreement, the disciplin- 
arian decides as to questions of discipline and penalties. 

On large works, where there are several foremen work- 
ing at the same function, if they cannot agree immedi- 
ately, the decision is left to their respective overforemen. 
If these, in turn, disagree, the question is referred to the 
assistant superintendent. 

What is the advantage of a disciplinarian over a self- 
governing body ? 

The disciplinarian should be a trained specialist, who 
holds his job during good and efficient behavior. He 
should be free from the politics of election by a self-gov- 
erning body. He should also be '' of the management '' in 
selecting employees, fixing base rates of wages, and de- 
termining promotion of deserving workers and foremen. 

Don't the foremen have to spend too much of their 
time looking at papers instead of pushing the men ? 

The foremen in the planning department put their 
orders and teachings in writing on paper, defining clearly 
the standard method of doing the work. 

The foremen of the performing department do not 
drive the men. Their duties are to explain the written 



LAWS OR PRINCIPLES 19 

orders of the planning department, and to see that they 
are carried out exactly as written. 

Inasmuch as the papers show and describe the best- 
known method, it is essential that the foremen follow the 
instructions on the instruction card to the letter in order 
to obtain the best results. „ 

How can a worker serve eight masters? 

These eight so-called '^masters" are functional foremen 
whose duties are to help the worker to do his work in the 
exact manner called for on the instruction card. Each 
man thus belongs to eight different gangs, or classes of 
instruction, and receives help from all eight teachers. 
''A man cannot serve two masters,'' but he can easily 
receive and accept help from eight teachers. 

Mr. Wilfred Lewis, President of the Tabor Manufactur- 
ing Company, stated recently in an address on Scientific 
Management at the Congress of Technology, Boston, 
April 10, 1911, speaking of his own experience with the 
Taylor System: — 

" Our wonderful increase in production is not due en- 
tirely to rapidity of performance, for in some instances 
very little gain in that direction has been made. A great 
deal is due to the functional foreman, whose duty it is to 
prepare and guide the way of every piece of work going 
through the shop. 

" The old notion that a man cannot serve two masters 
or take orders from more than one superior is denied by 
the new philosophy, which makes it possible for a work- 
man to have as many bosses as there are functions to be 
performed. There is no conflict of authority unless the 
functions overlap, and even there such conflict as may 
arise is salutary and to the interest of the company.'' 



20 PRIMER OF SCIENTIFIC MANAGEMENT 

Rate of Compensation 

How is it possible to pay high wages and at the same 
time have low costs of labor? 

By finding the best way to do the work. This will 
enable the worker to produce much higher records of out- 
put at a lower unit cost, yet at a higher total daily wage, 
than he received under the old form of management. 
For example, suppose that under the old plan of manage- 
ment a man turned out about 10 pieces per day and re- 
ceived a total daily wage of $4.00. That would equal 
forty cents apiece. 

Now suppose that by analyzing the method of making, 
down to the minutest motions, and by discovering a new 
method that took less time with less effort and was sub- 
ject to less delay, the worker was able to put out 25 
pieces, for which he received twenty-five cents apiece. 
The man^s pay is here raised more than 56 per cent, and 
the production costs have been lowered 373^ per cent, 
out of which must be paid the cost of the investigation 
and of the planning department. 

What are the essential differences between the dif- 
ferent methods of payment and what are the good points 
and the failings of each? 

(a) Day Work, — The most common method of pay- 
ment of the worker, especially in establishments where 
but few men are employed, is the day work plan. Under 
this plan a man is paid for the time he works, and there 
is no agreement as to how much work he shall do in order 
to earn his day's pay. 



LAWS OR PRINCIPLES 21 

Theoretically, this plan is very good, but in practice it 
is a great factor in decreasing efficiency, raising costs, 
reducing outputs, and, eventually, decreasing wages. 

The day work system of payment would be an ideal 
method of payment of the workmen, from both the 
standpoint of the workers and the employers, if the 
employers could tell what rate per day would be the cor- 
rect amount to pay each workman. But there is no way 
of determining that easily, consequently the men are 
paid by the position they hold and not for their individual 
merit, skill, or productivity. The workmen, seeing that 
their pay is determined by their class of trade, immedi- 
ately recognize that it is useless to be particularly efficient 
because it will not affect their pay in the long run. 
Consequently all hands soon fall into that easy-going pace 
that is just fast enough to hold their job. 

(6) Old Bonus Scheme. — The old scheme of paying 
a bonus has grown into, disfavor generally because under 
it the amount of bonus was not determined scientifically; 
and, finally, it was used as a club over the heads of the 
workmen to drive them to greater efforts without ade- 
quate or just financial rewards. It also resulted in a 
poorer quality of finished output and oftentimes in acci- 
dents and injuries due to the generally careless methods 
resulting from the incentive to earn the extra financial 
reward. 

(c) Old-fashioned Piecework, — Piecework would be an 
ideal method for paying the men if it were not for several 
facts not readily recognized as being of great injustice to 
the worker. First comes the difficulty of finding out 
the correct and just price that should be paid per piece. 



22 PRIMER OF SCIENTIFIC MANAGEMENT 

Then there is the injustice to the worker while he is learn- 
ing to do the work, also the fear on the part of the worker 
that the employer will cut the rate if he earns what the 
employer thinks is too much. Finally comes systematic 
soldiering, which is the worst thing in any type of man- 
agement. 

(d) Gain Sharing. — This method of compensating the 
workman was invented by Mr. Henry R. Towne in 1886. 
This method is fully described in the Transactions of the 
American Society of Mechanical Engineers, 1889, Paper 
341. 

(e) Premium Plan, — This method of paying workmen 
was invented by Mr. F. A. Halsey and is fully described 
in the Transactions of the American Society of Mechanical 
Engineers, 1891, Paper 499. 

Mr. Taylor discusses these two methods of manage- 
ment (see Transactions of the American Society of Me- 
chanical Engineers, 1895, Paper 647, Hlf 27-30). 

(/) Task with Bonus, — This system was invented by 
Mr. H. L. Gantt. It consists of paying a regular day's 
pay to the worker in every case, even while he is learning 
and is unable to produce much output. It also provides for 
a scientifically determined task of standard quality, for the 
accomplishment of which the worker receives from 30 to 100 
per cent extra wages. For any excess of output over and 
above the quantity of the task, the worker is paid at the 
same piece rate as is the rate a piece for the task. This 
is, therefore, a simple yet remarkable invention, for it in- 
sures a minimum of a full day's pay for the unskilled and 
the learners, and piecework for the skilled. (See ^^ Work, 
Wages, and Profits,'' published by The Engineering 



LAWS OR PRINCIPLES 23 

Magazine. See also Paper 928, Transactions of the 
American Society .of Mechanical Engineers.) 

(g) Three-rate with Increased Rate. — This system has 
many advantages in certain cases, and we have found it 
to be extremely valuable during the period of teaching 
the workmen how to achieve the task. It consists of — 

(1) Paying a usual and customary day's pay to every 
worker, called the low rate. 

(2) Paying a day's pay plus 10 per cent to a worker 
when he conforms to the exact method described upon 
the instruction card. This is called the middle rate and is 
used for the purpose of encouraging the worker and of in- 
ducing him to conform with great exactness to that method 
on which the unit times for work and percentage of time 
allowed for rest and unavoidable delays are based, and 
which has been determined by the planning department 
to be the best method that they have seen, heard of, or 
been able to devise by making a one best way from unit- 
ing best portions of many workers' methods. This middle 
rate is abandoned as soon as the worker has once achieved 
the task in the standard method. For the accomplish- 
ment of the task, which has been derived by scientific 
time study, an extra payment of from 30 to 100 per 
cent above the low rate. This is called the high rate, and 
for anything above the task a wage equal to the same 
piece rate for the increased quantity is paid. In some 
cases it is advisable to pay an increasing or differential 
rate for each piece when the number of pieces exceeds 
that of the task. 

(h) Differential Rate Piece. — The Differential Rate 
Piece is an invention . of Mr. Taylor, and, like every- 



24 PRIMER OF SCIENTIFIC MANAGEMENT 

thing he has done, is the most efficient of all methods of 
payment. 

This method is undoubtedly the best method of com- 
pensating the worker. It gives unusually high pay for 
high outputs and unusually low pay for low outputs. 
It rewards the man who conforms to his instruction card 
so that he is most particular to cooperate with the manage- 
ment for the complete achievement of his task. 

Paying an unusually low piece rate for failure to 
make obtainable output seems like a hardship on the 
worker; but it is absolutely necessary to penalize the lazy 
in this way because the '* dependent sequences/' as Mr. 
Harrington Emerson has described them, make it necessary 
to induce all men to work, by means of high pay for suc- 
cessful effort and low pay for lack of effort. In this way 
one worker, or class of workers, is not absolutely pre- 
vented from doing its work, which is dependent upon 
the preceding condition that the first workers achieve 
their tasks. 

Example. — A bricklayer cannot achieve his task un- 
less he is supplied with the brick, mortar, scaffold, and 
'4ine up'' in the correct sequence at the right time, the 
right quantity, and of the right quality. 

The mortar men cannot transport the mortar until it has 
been mixed. The mortar cannot be mixed until its in- 
gredients have been received, etc. 

While the Differential Rate Piece system is the most 
efficient, it should not be used until all the accompanying 
conditions for its success, including time study, the task, 
provision for proper inspection, methods and tools gener- 
ally have been perfected and standardized. 



LAWS OR PRINCIPLES 25 

While it is the most efficient, it requires a higher stand- 
ard of management before it can be used to best 
advantage. It is particularly efficient on work that is 
repeated day after day and year after year. 

It is hardly to be expected that any large establish- 
ment will ever have all employees working under one 
system of payment, therefore the system of payment must 
be selected according to the general condition of the man- 
agement, whether or not work is sufficiently repetitive to 
warrant making entirely new time studies and in- 
struction cards and many other factors controlling the 
situation. 

Different methods of compensating workmen are ex- 
plained particularly well in Chapter III of '^Cost Keep- 
ing and Management Engineering, '' by Gillette and Dana. 

It is necessary to say, further, that many ill-pre- 
pared antagonists to Scientific Management have stated 
frankly that they were '' against any kind of a bonus 
scheme.'' It must be remembered, however, that *Hhe 
method of payment is no more Scientific Management 
than a shingle is a roof,'' as Mr. Ernest Hamlin Abbott 
has so aptly stated. 

Will not the use of dififerent systems of payment make 
all kinds of confusion in an establishment? 

No, on the contrary, the different conditions govern- 
ing the work make it necessary to use several different 
forms of compensation to the workmen in order to secure 
the best results. In fact, the existence of a class of work 
on which the men are paid by the day provides one of 
the best forms of punishment for the use of the disciplin- 



26 PRIMER OF SCIENTIFIC MANAGEMENT 

arian. After the men have gotten the high wages re- 
sulting from following the teachings provided for them, 
they dislike exceedingly to be put into the ''day^s pay'' 
class. In the Link-Belt Co/s works, — which are conceded 
to be of the most highly systematized, — there are at least 
four systems of payment, namely : — 

(a) Day work, 
(6) Piecework, 

(c) Task with Bonus, and 

(d) Differential Rate Piece. 

The same is true with the Tabor Manufacturing Co., 
the Brighton Mills, Plimpton Press, Yale and Towne 
Manufacturing Co., and several works under the able 
management of Messrs. Dodge, Day and Zimmerman. 

Why is not a cooperative plan better than Taylor's 
plan? 

This question is best answered by quoting from Dr. 
Taylor's paper read before the A. S. M. E. in 1895, entitled 
a *^ Piece Rate System." We quote also pp. 73 to 77 in- 
clusive of American Society of Mechanical Engineers, 
Paper 1003. 

^'73. Cooperation, or profit sharing, has entered the 
mind of every student of the subject as one of the pos- 
sible and most attractive solutions of the problem; and 
there have been certain instances, both in England and 
France, of at least a partial success of cooperative experi- 
ments. 

^^ 74, So far as I know, however, these trials have been 
made either in small towns, remote from the manufac- 
turing centers, or in industries which in many respects 
are not subject to ordinary manufacturing conditions. 



LAWS OR PRINCIPLES 27 

" 75. Cooperative experiments have failed, and, I think, 
are generally destined to fail, for several reasons, the 
first and most important of which is, that no form of co- 
operation has yet been devised in which each individual 
is allowed free scope for his personal ambition. Personal 
ambition always has been and will remain a more power- 
ful incentive to exertion than a desire for the general 
welfare. The few misplaced drones, who do the loafing 
and share equally in the profits with the rest, under co- 
operation are sure to drag the better men down toward 
their level. 

*' 76» The second and almost equally strong reason for 
failure lies in the remoteness of the reward. The average 
workman (I don^t say all men) cannot look forward to a 
profit which is six months or a year away. The nice 
time which they are sure to have to-day, if they take 
things easily, proves more attractive than hard work, 
with a possible reward to be shared with others six 
months later. 

" 77. Other and formidable difficulties in the path of 
cooperation are the equitable division of the profits, and 
the fact that, while workmen are always ready to share 
the profits, they are neither able nor willing to share the 
losses. Further than this, in many cases, it is neither 
right nor just that they should share either in the profits 
or the losses, since these may be due in great part to 
causes entirely beyond their influence or control, and to 
which they do not contribute.'^ 

Isn't it really the old piecework scheme under a new 
name with a few frills added ? 

In its final analysis, all compensation is more or less 
piecework. Even '*day work" is a kind of piecework, 
i.e. the employer in effect says ''I'll give you so much per 
day." Then if he thinks that he is not getting enough pieces 
done for the money, perhaps he does not say anything 
more, but simply sends the blue envelope to the worker. 



28 PRIMER OF SCIENTIFIC MANAGEMENT 

Another employer might say, ^^I'U pay you 25 cents 
apiece/' he and the employee both thinking that the latter 
could make anywhere from 8 to 16 pieces per day. There 
is one great objection to this method that does not always 
show up immediately. When it does, it does more damage 
than enough to offset all its value ; namely, when, by special 
effort on the part of the employee, he makes say 32 pieces 
per day, and the employer, knowing that there are plenty 
of men to be had who would be delighted to work for 
$2.00 to $4.00 per day, cuts the rate. As Dr. Taylor 
says, just two cuts of the rate for the same man, and he 
will then stop all planning except on the subject of how 
much output he can safely make without the fear of an- 
other cut. It is surely not for the employee's interest 
to make any extra effort unless he is to be compensated 
for it. This necessitates the setting of the piece rate 
scientifically and not by guess or arbitration or collec- 
tive bargainings, and we say this emphatically, although 
we are thoroughly in favor of collective bargaining on 
many things, such, for example, as the minimum day's 
rate to be paid to the worker and the number of hours in 
the working day. 

We will digress for a moment here and tell of an in- 
cident seen some years ago. We had occasion to visit 
a factory, and saw a girl putting four-ounce lots of the 
factory's product into pasteboard boxes. Her duties 
were simply to put exactly four ounces of merchan- 
dise into each pasteboard box and to put the cover on. 
She was doing her work in a most inefficient way — ob- 
viously so. 

Knowing that all the employees in that factory were on 



LAWS OR PRINCIPLES 29 

piecework, we suggested to this girl that we could show 
her some economies of motions that would increase her 
output. She seemed much interested and watched our 
stop watch record an output several times greater our 
way than the way she had been working. She seemed 
delighted with the suggestion, and we were pleased to 
have shown her how she could do so many more dozen 
boxes per day. She followed the suggestion for about 
ten minutes, or until we walked away. When we came 
back, we saw that she was doing her work in the old way. 
We asked her why she did not do the work our way when 
it was so much more efficient. Her discouraged reply 
was, '^What's the use; the boss here cuts the piece 
rate when any girl earns over $6.00 per week.'' 

'' Cannot the piece rate be cut under Scientific Man- 
agement ? '' 

Yes, and so can the throat of the goose that laid the 
golden eggs; but there are a great many incentives put 
upon the management not to cut the rate once it has 
been set. For example, for the best results the manage- 
ment must have established the reputation of never 
having cut a rate which has been set under Scientific 
Management. Then when a rate has been set and it 
has been found that no workman or gang boss teacher 
can teach the actual worker to do the work in the allotted 
time, the time allowed must be extended. On the other 
hand, if the time allowed is much longer than that required 
by the worker to accomplish his task, the management must 
stand by its mistake and take its medicine; but its medicine 
will not be bad for it at that. Such ''candy work'' can be 



30 PRIMER OF SCIENTIFIC MANAGEMENT 

used as a special prize for long service and special compen- 
sation for continuous merit. 

The rate must not be set until the process and the 
method for executing the work have been completely 
changed. When the rate and the task and the method 
have been determined scientifically and not by rule of 
thumb, there will be no occasion or desire under Scientific 
Management to change the rate. We have seen cases 
where the earnings of the worker totaled to more than 
that of the gang bosses and, nevertheless, the unit costs 
were low. 

What are the best remedies for soldiering? 

There is but one remedy for soldiering, namely, an 
accurate knowledge on the part of the management of 
how much output constitutes a fair day^s work, coupled 
with paying permanently unusually high wages, with no 
fear of a cut in rate. 



CHAPTER III 

APPLICATION OF LAWS OF SCIENTIFIC MANAGEMENT 

Field of Applicability 

If Scientific Management is so worthy, why are there 
so few places organized under it at the present time ? 

Because there are so few engineers and teachers capable 
of installing it, and they are all busy with more work than 
they can do. Until some definite method is adopted for 
increasing the number of teachers, the progress will be slow. 

Can Scientific Management be applied to office work, 
i.e. work that is mostly mental work? 

Yes, there are many cases where it has been as effective 
as in the shop or on the job. 

On work of repetitive character we have, in several 
instances, doubled the amount of output per clerk, and 
shortened the working hours. 

We have never seen the case where higher wages, 
greater output, and lower costs have not resulted when an 
office force operated under Scientific Management. 

What happens when a business is too small or too 
large to operate under exactly eight functional bosses? 

If too small to warrant eight different functional foremen, 
fewer foremen can be used and each be given a number of 
functions to perform. If the job is too large for exactly 

31 



32 PRIMER OF SCIENTIFIC MANAGEMENT 

eight men, then there may be several foremen to each 
function, with an ''over foreman^' to each group of 
foremen of the same function. Under the traditional 
form of management one foreman performs all eight 
functions as well as the time will permit. 

For a description of practical application of Scientific 
Management, see a series of articles entitled ''Applied 
Methods of Scientific Management, '^ by Frederic A. 
Parkhurst, running in Industrial Engineering for 1911, 
and published in book form by Wiley & Co. 

Possibility of Substitutes for Scientific 
Management 

Why not get an extra good foreman and simply leave 
the question of management to him? 

In the first place, "extra good foremen '' are hard to 
find, and when found are more profitable to their employer 
and also themselves when acting in charge of that func- 
tion for which they are specially fitted. 

Furthermore, one man working alone cannot do such 
efficient work as can several specialists of less brilliancy, in 
team work, each at the function at which he is specially 
trained. 

As Mr. Ernest Hamlin Abbott has said, in the Out- 
look for Jan. 7, 1911: — 

"Scientific Management cannot be 'bought and de- 
livered in a box,' but when it is once installed, it 
will bring results that cannot be achieved by a merely 
'bom manager.' If a man wants to practice medi- 
cine, it is well if he is a 'born doctor,' but nowadays 
it is not sufficient; it is not even necessary. So it will 
be with the manager." 



APPLICATION OF LAWS 33 

Cannot the American workman devise efficient 
methods as well as the engineer ? 

As a proof that the workman cannot compete in de- 
vising efficient methods with the trained engineer, it 
is well to cite the paper 1010 of the Transactions of 
the American Society of Mechanical Engineers, by Mr. 
Carl G. Barth, entitled ''Shde Rules for the Machine 
Shop as a part of the Taylor System of Management," 
in which he states : — 

"Thus already during the first three weeks of the 
application of the sUde rules to two lathes, the one 
a 27 inch, the other a 24 inch, in the larger of these 
shops, the output of these was increased to such an 
extent that they quite unexpectedly ran out of work on 
two different occasions, the consequence being that the 
superintendent, who had previously worried a good deal 
about how to get the great amount of work on hand for 
these lathes out of the way, suddenly found himself con- 
fronted with a real difficulty in keeping them suppUed 
with work. But while the truth of this statement may 
appear quite incredible to a great many persons, to the 
writer himself, famiHar and impressed as he has become 
with the great intricacy involved in the problem of de- 
termining the most economical way of running a machine 
tool, the application of a rigid mathematical solution to this 
problem as against the leaving it to the so-called practi- 
cal judgment and experience of the operator, cannot 
otherwise result than in the exposure of the perfect folly 
of the latter method.'' 

What is the reason that employees do not know how 
fast work should be done? 

There are many reasons, such as — 
(a) They have not investigated their problems by means 
of motion study and time study. 



34 PRIMER OF SCIENTIFIC MANAGEMENT 

(6) They have not realized the importance of having each 
step in the dependent sequences carried out without delay. 

(c) They have not been taught the saving in time 
caused by having all of the sequences obvious, and all 
of the planning and most of the brain work done by the 
planning department before the work is actually done. 

(d) The workers have been taught, by the fear of run- 
ning themselves out of a job or having their rate cut, that 
the safest plan for them is to soldier whenever possible. 

(e) Lack of personal familiarity with stop watch 
records of elements of work of the best men, under stand- 
ard conditions, is the cause of their lack of knowledge 
of how fast the work should be done. 

Does not a good system of routing bring nearly all 
the benefits of Scientific Management? 

A system of routing is but a small part of the entire^ 
plan of Scientific Management. It is a very necessary part, 
however, and the line determining just where routing 
leaves off and some of the other functions begin is 
arbitrary. One man has stated that even motion study 
is largely a matter of routing the various parts of the 
human body, particularly the hands, feet, eyes, and head. 

For an illuminating discussion of routing and its re- 
lation to Scientific Management see '^ Industrial Plants, '* by 
Charles Day, published by The Engineering Magazine, 1911. 

Is not loyalty and good will the thing that will make 
employees work most efficiently? 

It is certainly a great factor in obtaining cooperation 
between the management and the workers. Scientific 
Management obtains good will by the square deal, 



APPLICATION OF LAWS 35 

by a division of the savings, by teaching, etc., while the 
old form of management sometimes endeavors to obtain it 
by jollying, ^^ welfare work,'' picnics, self-governing com- 
mittees, etc. The disadvantage of the last is that a self- 
governing committee does not get the best results, because 
it is not supplied with and does not know how best to use 
that data which has been obtained in a scientific manner. 

Preparation for Introduction of Scientific 
Management 

What preparation can be made for the advent of the 
Scientific Manager before he comes in? 

There are many things that can be done. Among the 
most necessary and the easiest to do are four : — 

(a) Establish standards of methods, and of tools 
everywhere. 

(6) Install schedules and time tables. 

(c) Place each man, as far as possible, so that his out- 
put and its unit cost shows up separately. 

(d) Put present system in writing. 

(See ''Cost Keeping and Management Engineer- 
ing,'' Gillette and Dana.) 
These improvements will pay for themselves from the 
start and will facilitate the work of the efficiency engi- 
neer very materially. 

Place of Introduction of Scientific Management 

Where is the best place to begin to install Scientific 
Management ? 

• It should be first installed where it will have the least 
effect upon the workmen. When changes are to be made 



36 PRIMER OF SCIENTIFIC MANAGEMENT 

that affect the workmen, it is most desirable that those 
eases should be undertaken first that show most plainly 
that workmen are benefited and that show up clearest 
as an object lesson to all the workmen and to all the em- 
ployers, superintendents, and foremen as to how Scientific 
Management simultaneously increases wages for the 
workers and cuts down production costs for the owner. 
It is desirable to start the installation in many places 
at the same time. Therefore the establishment of stand- 
ards everywhere, including standard instruction cards 
for standard methods, motion study, time study, time 
cards, records of individual outputs, selecting and train- 
ing the functional foremen, particularly the foreman 
in charge of the function of inspection, are the features 
that should be undertaken at the very first. Collect the 
great special knowledge that the functional foremen 
should possess and see that they learn it. In choosing 
which of two things is to be done first, always give pre- 
cedence to that which can be nailed down and held from 
slipping back into the old rut, once it has been made to 
operate under the new Scientific Management. 

Method of Introduction of Scientific Management 

Is it not necessary, in introducing Scientific Manage- 
ment, to import a number of functional foremen, etc. ? 

That depends upon circumstances. In our business 
we have a Flying Squadron of '^ over foremen '' for starting 
a new job properly. These men are trained to handle one or 
more functions each, and can therefore start the job under 
Scientific Management on the first day that they arrive. It 



APPLICATJON OF LAWS 37 

is their duty to help the permanently assigned functional 
foremen to get their work into shape and planned ahead 
as far as possible. The Flying Squadron can then be 
spared for other work, yet be available in case of emer- 
gency. In starting any new undertaking, for best results 
a larger number of foremen are required than are needed 
after the job has progressed. 

The Flying Squadron, therefore, is valuable at the 
start of the work for its actual services as well as for teach- 
ing the permanent foremen on the job. 

How can you introduce Scientific Management into 
an organization without giving the business a jolt? 

By beginning at those places where the savings will 
be immediate and where changes will affect the entire 
establishment least, — by installing it first where it affects 
the work of one man only at a time, and by progres- 
sing at that speed that will not cause a jolt to the 
business. 

Time Necessaey to Install Scientific Management 

How long will it take to install it all ? 

It can never be "air' installed, because there is no end 
to it. The time required differs. For example, the Link- 
Belt Company spent several years putting Scientific Man- 
agement into their works at Philadelphia, while they were 
able afterwards to put the same system into their West- 
ern shops in less than the same number of months. 

It takes much longer to put it in where the manage- 
ment itself must be taught than where there is a Flying 
Squadron ready to take up the installation of each function. 



38 PRIMER OF SCIENTIFIC MANAGEMENT 

In construction work, is not the job nearly completed 
before Scientific Management can be installed? 

As there is no end to Scientific Management, it can 
never be said to be completely installed. In construction 
work much benefit can be obtained immediately — greater 
speed, better quality, and lower costs of production. 
From the very nature of construction work, it is dif- 
ficult to avoid waste under any plan of management, 
and particularly under the traditional plan of manage- 
ment. It, therefore, offers unusual opportunities for 
saving through Scientific Management installed from 
the first day by the Flying Squadron. 

Practicability of Scientific Management 

Isn't it true that you cannot expect to get all of the 
men, in fact any man, to use all of the prescribed mo- 
tions and only the prescribed motions in any one day, or 
day after day ? 

It is quite impossible to get perfection in anything. 
However, the savings in motions, due, for example, to 
putting the bricks on a packet the right way in the first 
place, and delivering the brick to the bricklayer exactly 
in that condition and position that will make it easiest 
for him to use the most economical motions, together 
with the gang boss who is specially trained to coach the 
bricklayer to use the fewest, most economical, and most 
efficient standard motions, will result in an extremely high 
efficiency which, even if it does not reach the 100 per 
cent mark, is nearer to it daily. 



APPLICATION OF LAWS 39 

How can an engineer tell with a stop watch, by 
timing a worker for a few hours or days, how much 
he can do day after day at his work, and how can the 
engineer be sure that the worker being timed is not using 
up his reserve strength ? 

He cannot be sure without sufl&ciently painstaking in- 
vestigation. That is why Dr. Taylor timed men for long 
periods before he found his laws relating to quantities of 
rest required for overcoming fatigue without calling upon 
the worker's reserve strength. No worker has ever con- 
sidered that he must actually rest two whole hours in a 
day, yet Dr. Taylor found that some kinds of work re- 
quired the worker to rest over 50 per cent of his entire day. 

PuBPOSE OF Scientific Management 

Is it not true that under the Taylor System the shop or 
the business ^^ exists first, last, and all the time for the 
purpose of pajring dividends to its owners " ? 

Yes, and that is also true about shops and businesses 
under any and all other forms of management. With- 
out dividends there is no doubt that the best thing to 
do would be to sell off the machinery before it was all 
worn out, and to do such other things as might be neces- 
sary to get back the capital invested before it was lost. 

Expense 

Must one '^ go the whole game " with Scientific Man- 
agement to get real results ? 

No. Especially is this true in the small concern where 
there are not enough employees to warrant the installa- 



I 

40 PRIMER OF SCIENTIFIC MANAGEMENT \ 

tion of all of the features of Scientific Management. ■ 
A small concern can use many of the features, however, 
very advantageously. 

Can saying be made, and have savings been made, 
from the first day? « 

Savings by use of Scientific Management can undoubt- 
edly be made from the first day. Scientific investiga- 
tions can undoubtedly be made that will pay for them- 
selves as they go along ; but the relation of the saving by 
Scientific Management to the expense of it varies at 
different periods, and depends upon how fast Scientific 
Management is installed and upon the nature of the 
business. 

In our business, we can show hundreds of instances 
on the cost records of substantial decrease in costs, in 
many cases of costs that were halved as fast as the system 
was installed. 

Is it not necessary to wait years after Scientific Man- 
agement is introduced to get full reduction in costs? 

Yes, in a business already highly systematized, it un- 
doubtedly will require from 2 to 4 years to get the full 
benefit of the complete introduction of Scientific Man- 
agement. This time can usually be reduced when there is 
no interference from those who oppose through ignorance. 

Does not Scientific Management occasion a large out- 
lay for equipment and machinery ? 

The purpose of Scientific Management is not the in- 
stalling of the best machinery, although the best machin- 



APPLICATION OF LAWS 41 

ery is of course desirable. It is using to best advantage 
the machinery available. 

Scientific Management aims, primarily, so to handle 
labor with the existing machinery that the maximum 
prosperity will result for the employer and for all em- 
ployees. But, as it deals largely with scientific inves- 
tigation, it discovers laws, and points out the economic 
advantages of new devices and machines. While it 
makes the employee more efficient and the management 
of more assistance to the employees, it also predetermines 
and makes inventions in machinery as well as methods 
almost obvious. Whether or not additional machinery 
and equipment is acquired is not a vital part of Scien- 
tific Management. 

Is not the expense burden of maintaining the planning 
department equal to all the savings that it can make ? 

Dr. Taylor answers this in a most concise manner in 
paragraph 155 in the Transactions of the American 
Society of Mechanical Engineers, Paper 1003 C'Shop 
Management," Harper and Brothers, pp. 55-56) : — 

" At first view the rimning of a planning department, 
together with the other innovations, would appear to in- 
volve a large amount of additional work and expense, and 
the most natural question would be whether the increased 
eflSiciency of the shop more than offsets this outlay. 

" It must be borne in mind, however, that, with the ex- 
ception of the study of unit times, there is hardly a single 
item of work done in the planning department which is 
not already being done in the shop. Establishing a plan- 
ning department merely concentrates the planning and 
much other brain work in a few men especially fitted for 
their task and trained in their especial lines, instead of 



42 PRIMER OF SCIENTIFIC MANAGEMENT 

having it done, as heretofore, in most cases by high- 
priced mechanics, well fitted to work at their trades, but 
poorly trained for work more or less clerical in its nature/' 

Mr. H. L. Gantt says, page 18, in '^ Work, Wages, and 
Profits'':— 

"A scientific investigation into the details of a con- 
dition that has grown up unassisted by science has 
never yet failed to show that economies and improve- 
ments are f.easible that benefit both parties to an extent 
unexpected by either.'' 

Is not Scientific Time Study so expensive that the 
avefage job cannot afford it? 

Scientific Time Study does not all have to be done on 
one job. There are certain features that will reduce 
costs from the first day that can be done on even small 
jobs. The average job, even the small job, can be helped 
by many of the features of Scientific Management; and 
the instruction cards of previous jobs can be used with 
great economy even on small jobs. 

Why are so many more inspectors required if the work 
is done better under Scientific Management? 

Because the instruction cards call for a definite quality. 
They do not call for having the ^^work done to the satis- 
faction" of anybody. The extra money paid to the 
workers under Scientific Management is contingent upon 
the prescribed kind of quality being achieved. 

The inspector keeps a close watch of work under Scien- 
tific Management. It is his duty to detect mistakes or 
lack of quality before much damage is done. As an ex- 
ample, suppose a workman was ordered to make 100 du- 



APPLICATION OF LAWS 43 

plicate pieces from the same drawing. The inspector 
would watch the first piece keenly during its making and 
would pass upon the first unit when it was finished, to 
make sure that the workman understood his duties, 
and what was expected of him, and also that the quality 
of the work was right in every particular. 

To catch mistakes before they are made is the cheap- 
est way to get the right results. 

Furthermore, the inspector under Scientific Management 
not only inspects, but also assists and instructs the work- 
men directly instead of through the other functional 
foremen. 

Isn't there a larger waste from spoaing materials 
under Scientific Management? 

There is not, because, as stated elsewhere, the first 
functional foreman introduced is that of inspector. The 
work is inspected more systematically under Scientific 
Management. The bonus is not paid unless the quality 
is within the requirements of the written instruction 
card. 

The method of inspection under traditional management 
is often wasteful, because the inspection is usually done 
after the material is fabricated. Under Scientific Manage-' 
ment the inspection proceeds as does the work itself. In- 
asmuch as the gang boss gets no bonus if the quality is 
not in accordance with the prescribed quality, he has a 
constant incentive to play at team work with the work- 
man, i.e. he sees that the workman is provided with tools 
and surroundings in the best condition to make the pre- 
scribed quality. It is a matter of history that the quality 



44 PRIMER OF SCIENTIFIC MANAGEMENT 

of output has invariably improved by the introduction 
of Scientific Management. 

Indicators of Successful Management 

What indicates the quality of the Management? 

The best indicator of the quality of the management is 
the difference between the customary wages given for a 
certain kind of work and also the usual costs of produc- 
tion for that kind of work in other establishments, com- 
pared with the wages given and the costs of production in 
the works under consideration; or, in other words, the 
amount that the wages are higher and the amount that the 
costs of production are lower than usual, indicate the quality 
of management — other qualities, such as sanitary condi- 
tions, being as good or better. 

If Scientific Management is all that is claimed for it, 
why are not the dividends always larger than in any 
shop where there is no Scientific Management ? 

They would be, if the merit and quality of the manage- 
ment were the one determining factor in profits and divi- 
dends. On the contrary, business judgment as to what 
and when to buy and where to sell, good salesmanship, 
and ability to get business at high prices are often of 
such great importance that dividends can be paid in spite 
of bad management. On the other hand, there are some 
cases where the management is so good that dividends 
can be paid in spite of bad business handling. 



CHAPTER IV 

EFFECT OF SCIENTIFIC MANAGEMENT ON THE WORKER 

Accidents 

Does Scientific Management insure the workman 
against accidents? 

It does not insure him, but it certainly does reduce 
the number of accidents, because the machines, scaf- 
folds, works, and ways are made and maintained in the 
standard condition called for on the instruction card, 
and are regularly inspected and overhauled as directed, 
and as often as required, by the written orders that come 
regularly from the Tickler or Reminder File. 

Does not intensive production cause rapid depre- 
ciation of machinery, causing bad work and accidents 
and injury to the men ? 

No, because the desired maintainable standard con- 
dition of the machinery is determined by the planning 
department, just the same as the speed at which it is to 
be operated. It is inspected, cleaned and oiled, and re- 
paired at stated times, whether it needs it or not. It 
must be kept up to the standard condition, or the worker 
cannot get the big outputs called for in order to get his 
bonus. 

Therefore, the machinery is maintained constantly in 

such a condition that it will not break down or cause 

45 



46 PRIMER OF SCIENTIFIC MANAGEMENT 

accidents. In fact, this function of repairs and main- 
tenance at prescribed condition is assigned to a func- 
tional foreman specially trained to look after this work 
in accordance with the written instructions furnished 
by the planning department. 

Does not a bonus scheme cause the work to be slighted 
and result in accidents to those who work under such 
conditions ? 

Yes, it does, when the bonus scheme is apphed under 
the old plans of management. One man has stated that 
'' any bonus scheme for repairing locomotives should be 
prohibited by laws; because when so many lives are 
dependent upon the quality of repairs on a locomotive, 
there should never be an incentive to hurry the mechanic 
doing the repairs.'' 

Under all of the old forms of ''bonus schemes'' this is 
absolutely true. Dr. Taylor must have recognized this 
and all other perfectly obvious difficulties of manage- 
ment in his practice. Dr. Taylor also successfully pro- 
vided for overcoming this difficulty in a most logical 
and efficient manner, as follows: — 

First, he analyzed the problem. 

Second, he broke it up into its several most elementary 

subdivisions. 
Third, he applied science to solving the problem of hand- 

hng each subdivision in the best way. 
Fourth, he built up, by and with the advice and assistance 

of the best workmen and engineers obtainable, a 

complete new process synthetically. 
Fifth, he caused to be put in writing the entire process, so 

that it could be used forevermore, with all the ad- 



EFFECT ON THE WORKER 47 

vantages that come from conserving the information 
of how to do a thing in the best known way. 

Sixth, he created the function of inspector, with duties of 
constructive criticism and not destructive criticism. 
He made it the duty of the inspector to sign a sepa- 
rate paper, stating that each and every repair had 
been executed precisely in accordance with the de- 
manded quaUty of workmanship — no better and no 
worse. He authorized the inspector to deal directly 
with the workman and to assist him to achieve the 
prescribed quahty of workmanship. 

Seventh, he required the foreman to sign a separate piece 
of paper stating the length of time required to com- 
plete the job in the prescribed manner according to 
the requirements of the instruction card, as certified 
to in writing by the inspector. 

Eighth, he provided that if the workman did the job 
exactly as prescribed, and certified to by the inspector, 
and if he also did the job within a certain time, he got 
a bonus — otherwise he did not. 

It is now obvious that on such important matters as 
repairs on locomotives the Taylor plan is the most effi- 
cient for prevention of accidents. In our own experi- 
ence, we have found that Dr. Taylor's plan is of great 
assistance in preventing accidents ; in fact, we know that 
it is the one simplest and most efficient method of pro- 
tecting the workers from injury and loss of Ufe. 

Dr. Taylor's plan is usually discussed from the stand- 
point of reducing costs, raising wages, increasing 
speed of construction, etc. ; but if it had no other 
merit than its great benefits in eliminating the horrors 
and wastes due to the injury and killing of human beings, 
both of the public and of the workers themselves, it 'would 
have warranted the life work of Dr. Taylor and his fol- 
lowers spent in the creation of the science. 



48 PRIMER OF SCIENTIFIC MANAGEMENT 

Brain 

How can you expect every laborer to understand 
Scientific Management when it takes an engineer so 
many years to learn it ? 

The laborer does not understand it, nor is he expected to 
understand it. He simply understands the assistance 
he receives from the functional foremen in learning 
how to do his work more efficiently. He recognizes 
that he gets fairer treatment from the discipHnarian, 
higher wages from the time and cost clerk, and much 
more help from all the functional foremen; but he does 
not always learn the theories of Scientific Management 
unless he is ambitious enough specially to study it and to 
follow the same road that is open to every one else. 

A machinist who has worked under Scientific Manage- 
ment for about one half of the ten years of his experi- 
ence was asked how he liked the system. His reply was 
that he didn^t know much about the system, because he 
''personally did not come in contact with it.'' He fur- 
ther stated that about all he knew of it was that some- 
how it enabled him to earn about a third more money every 
week of his life and that he had never been treated as 
well in any other establishment. 

How long will it take any man to learn it ? 

There will never be a time when the expert will not 
learn more about it. The more one studies Scientific 
Management the more one is able to see what there is to 
learn, and the more experience he has in it the faster he 
is able to acquire new facts about it. 



EFFECT ON THE WORKER 49 

At the present time it is considered that a liberal edu- 
cation, preferably in engineering, followed by the complete 
mastery of at least one and preferably several mechanical 
trades, followed by four to six years of the closest study 
of the practical appUcations of the laws of Scientific 
Management in several widely different kinds of work, 
should make one capable of instaUing nearly all portions 
of Scientific Management into any business. In other 
words, with the same quality of brains, appUcation, study, 
and experience, about the same length of time is required 
as to become a skilled surgeon. The surgeon, however, has 
the advantage of having at his disposal a tremendous 
amount of literature on his subject and also educational 
institutions. These, though quite as desirable, are not 
in existence in the subject of management. It is to 
be hoped, however, that this condition will be altered 
in the future and the time necessary for preparation will 
be greatly reduced. 

Does it not make machines out of men? 

Now, this question is usually asked in just this form, but 
there seems to be a great difference of opinion as to ex- 
actly what the questioner means. Is a good boxer, or 
fencer, or golf player a machine ? Is the highly trained 
soldier at bayonet or saber drill a machine ? He certainly 
approaches closely the 100 per cent mark of perfection from 
the standpoint of the experts in motion study. It is not 
nearly so important to decide whether or not he is a 
machine as to decide whether or not it is desirable to 
have a man trained as near perfection as possible in ac- 
cordance with that method that expert investigators, 



60 PRIMER OF SCIENTIFIC MANAGEMENT 

working in harmony with the best actual workers, have 
decided to be the best known method for executing a 
given piece of work. 

^'All-around experience'' to-day often means undue 
famiUarity with many wrong methods, and '^ judgment'* 
too often means the sad memory of the details of having 
done the work in several inefficient ways with a memory 
good enough to prevent repeating the use of the worst 
methods. 

It is the aim of Scientific Management to induce men 
to act as nearly Uke machines as possible, so far as doing 
the work in the one best way that has been discovered 
is concerned. After the worker has learned that best way, 
he will have a starting point from which to measure any 
new method that his ingenuity can suggest. But until 
he has studied and mastered the standard method, he 
is requested not to start a debating society on that 
subject. Experience has shown that, with the best men 
chosen for the special work of selecting the method and 
planning the various steps in the processes, — these men 
having facihties and data at their command that equip 
them for their jobs, — their way will, in most cases, be 
better than that of the worker who has not first quah- 
fied on their way. 

Experience has also shown that, whether or not the 
men may be called machines, they fare better and profit 
more when the management takes the time to have a 
trained planning department, cooperating with the best 
workmen, determining every step in the process, and 
every motion in the step, and the effect of every 
variable in the motion. Then, after the ''machine" has 



EFFECT ON THE WORKER 51 

done it that way, — in the time allowed for the way, — 
the ^'machine'' will be paid unusually high wages in real 
money for any suggestions that will be more efficient. 
He will be promoted to teach the others his new accepted 
method. If he continues to make suggestions for better 
methods than those of the planning department, he will 
be promoted to it. The line of promotion continues 
still higher; in fact, this ^'machine'' will find himself at 
the top, if the measuring methods and devices show him 
to be more efficient than his fellows, for Scientific Manage- 
ment boosts '^ machines'' for efficiency, not for their 
bluffs, bulldozing, or snap judgment. 

Doesn't Scientific Management keep the worker from 
being an all-around mechanic and instead make him a 
narrowly trained specialist ? 

Perhaps so. Is it not better so? When there is so 
much to learn about such a simple thing as transporting 
a brick from the street to its final resting place, it is not 
better for the worker to have 100 per cent of knowledge on 
one specialty than to have one half per cent of his total 
knowledge on each of 200 different ways of earning a living. 
In all the great professions, specialization is the order of 
the day. 

The physician and surgeon is no longer also the dentist. 
The dentist no longer attempts to do everything in his 
profession, except in remote places. He specializes in 
one of the many subdivisions of dentistry. His mechani- 
cal laboratory work certainly requires a differently trained 
expert than does the specialty of orthodontia or prophy- 
laxis 



62 PRIMER OF SCIENTIFIC MANAGEMENT 

There is so much to learn in any kind of work that the 
most highly specialized worker can never expect to learn 
it all. In the professions, specialization generally means in- 
creased standing, usefulness, and earning power. Experi- 
ence has proved that this is also true in the arts and trades. 

Dr. Taylor has spent years investigating the compara- 
tively simple art of shoveling, and he has said that even 
yet he has not learned it all. In case any one feels cramped 
by narrow overspecialization, he has as further com- 
pensation the fact that, if he has learned it all, his brain will 
be in such rested condition at the close of the working 
day that he can attend some night manual training school, 
where motion study, time study, and standardization 
are not taught, and where the faculty prove nightly that 
the Taylor plan of management, as a practical proposi- 
tion, is not worthy of his consideration, because if it were 
they would, of course, teach it. 

Perhaps speciahzation does narrow the mechanic, 
from the viewpoint of some people, but it does make him 
a highly trained expert in his specialty. 

In case he loses his job under Scientific Management, 
is he not too highly specialized and not enough of an all- 
around mechanic to hold a job anywhere else ? 

The answer is '^No.^' For he has been taught a method 
of attack that will enable him to use to advantage all 
the brains he has. He will have been taught all economies 
from motion study. That, in itself, will enable him to 
excel quickly those workers who have not been so taught. 
He will have been taught the economies resulting from 
the use of the instruction card. 



EFFECT ON THE WORKER 53 

If he has been taught to a point where he has been 
''overspeciaUzed/' then he surely has been taught habits 
of work that will enable him to become quickly a profit- 
able worker at any new work that he may undertake. 

Does not the monotony of the highly specialized sub- 
division of work cause the men to become insane ? 

No. Until one has worked under Scientific Manage- 
ment, and consequently realizes what the subdivisions 
mean, one cannot reaUze the great amount of knowl- 
edge that it is possible to acquire on any one subdivi- 
sion of any one trade. For example, it was not until 
after we devoted years to the study of the motions used by 
several mechanical trades that we discovered that with 
the aid of a few devices we could teach an apprentice to 
lay brick faster and make a better looking and stronger 
wall than could an experienced journeyman working in 
the old manner. 

Further study shows that our more recent investiga- 
tions cause the old methods of bricklaying to be obsolete, 
for we now can build brick walls by machinery, at a lower 
cost, with no question as to fiUing of the joints, stronger, 
quicker, and drier, and by the same methods can build 
any kind of arches, ornamental work, etc., as cheaply as 
straight and plain brickwork can be built under the old 
method. We now see possibiUties of improvement under 
this new method that seem to have no end. Yet, gen- 
erally speaking, is not the subdivision of the mason's 
trade, brickwork, considered as monotonous as any kind 
of work ? 

A few years ago it was a general custom all over Amer- 



54 PRIMER OF SCIENTIFIC MANAGEMENT 

ica, and is still in remote places, for a ^'mason'' to be a 
stone mason, stone cutter, bricklayer, plasterer, and cement 
worker. Modern conditions have reclassified these trades, 
so that even the subclasses of the bricklayers now are 
divided into several distinct classes. The best plasterers 
and stone masons can no longer compete with the best 
bricklayer on brickwork. The plasterer's trade is also 
subdivided, although not as much as it will be. 

To the man who has no leaning toward brain work, 
there is an ideal place provided in the performing de- 
partment. When he feels that his work there is monot- 
onous, there are three opportunities open to him — 

(a) He may join the planning department. 

(6) He may become teacher of the other men who pre- 
fer the so-called monotonous work, relieved of all respon- 
sibiUty except to do their work as called for. 

(c) He can plan the spending of the extra money 
that will be in his pay envelope on next pay day, and 
can consider the intellectual stimulus that the extra 
pay will purchase ; for when work is so highly repetitive 
as to be monotonous, it will surely enable the man best 
fitted for that work to earn the highest wages that he can 
ever earn at any vocation, because he has had practice at 
that work so long that it has become monotonous. 

No, he will not become insane, for if his brain is of 
such an order that his work does not stimulate it to its 
highest degree, then he will be promoted, for under Scien- 
tific Management each man is specially trained to occupy 
that place that is the highest that he is capable, mentally 
and physically, of filling, after having had long training 
by the best teachers procurable. 



EFFECT ON THE WORKER 55 

Does it not rest a man to use different motions and 
doesn't it refresh his brain to do the work in a different 
way each time ? 

As a general proposition, it does not refresh a worker 
to use different motions. When it does, the planning 
should and does take that into consideration when making 
out the instruction card. One of the most generally recog- 
nized instances of this is the bookkeeper's standing desk 
and high chair. He changes from sitting to standing and 
vice versa, to rest and refresh himself ; yet the motions 
of work are identical whether standing or sitting. That 
doing work the same way requires less effort than doing it 
it a new way is so well recognized that a condition finally 
results where it seems as if the fingers could do the work 
with no other assistance than the command from the 
brain to proceed. This condition is called being ''fin- 
gerwise'' at a piece of work. It is well illustrated by 
the simple process of "buttoning a button,'' an act most 
complicated to the beginner. 

Different motions each time require additional effort, 
a new mental process and a complete decision with the 
accompanying extra fatigue. The same motions each 
time take advantage of automaticity of motions, which is 
often less fatiguing than less wasteful, though constantly 
differing, motions. 

Does not the old-fashioned way of gaining experience 
or judgment give the worker a training that he would 
never get otherwise? 

Yes. The methods of Scientific Management will 
deprive him of much of the unnecessary and unproduc- 



56 PRIMER OF SCIENTIFIC MANAGEMENT 

tive part of his experience, in that it will teach him, 
in the quickest way, how to learn the most efficient 
method. If he gets such proper training first, it will 
provide him during his after life with a mental and 
manual equipment that will serve him in making quick 
decisions in selecting his future experience, and in judging 
the " old type of experience '' wherever he encounters it later. 
'* Experience is the best teacher" is as meaningless a 
proverb as '*You can't teach an old dog new tricks.'* 
When the best experience has been found, measured, and 
recognized, it should be made standard, — written down 
on an instruction card. In this form it can be depended 
upon to be the best teacher, for it will transmit the in- 
formation and experience from one mechanic to another 
without any loss in transmission. 

Chance for a Square Deal 

How can any one think it fair to take stop watch rec- 
ords on the very best man obtainable and then expect 
the others of the rank and file to keep up with such 
records ? 

Scientific Management does not expect the inefficient 
man to keep up with the first-class man, neither does it 
expect a dollar watch to do the work of the $300 watch. 
But when standards are created they must be founded on 
the work of the best man procurable, i.e. they must be a 
"100 per cent standard manes'' records. Then all due 
allowance must be made for the difference in quality 
between the record of the standard worker and the worker 
who is actually going to do the work. 



EFFECT ON THE WORKER 57 

The poorer quality of men are not able to equal the 
records of the best men, but the analysis of data will show 
at what speed each man should work for the best combined 
results of output and health. Obviously it would add too 
much to fixed charges to take time study on each man. 
The present method is, by comparison, cheaper and more 
just, fair, effective, and satisfactory. 

What show of a square deal has a worker who has 
from '* one to eight foremen standing over him at the same 
time, appljring a sort of industrial Third Degree " to 
make him conform to the desired standard motions? 

This question has nothing to do with Taylor's plan of 
management, for the reason that each foreman helps the 
worker to do his work in the prescribed manner ; teaches 
him the standard method, and how to use the least fa- 
tiguing and non-wasteful motions. Regardless of the num- 
ber that may be helping him at once, the gang bosses have 
nothing to do with any 'Hhird degree'' nor with any other 
form of discipline. That is all taken care of by an un- 
prejudiced specialist called the '^discipHnarian/' whose 
make-up is that of peacemaker and whose duty is the 
furthering of the square deal. 

Chance for Work 

When Scientific Management is in full operation, can 
the management dispense with the good men? 

On the contrary, under Scientific Management even 
the functional foremen are expected to acquire so much 
more knowledge about their one function than is custom- 
ary under the traditional plan of management that it 



58 PRIMER OF SCIENTIFIC MANAGEMENT 

will always require particularly good men to fill their 
positions. 

The men, in their turn, that will be required, on account 
of the large outputs and the close following of the instruc- 
tion cards demanded, will have to be exceptionally good 
men of their class. Every man will be expected to be the 
best obtainable of his respective class. In fact. Scientific 
Management goes farthest into the subject of selecting 
men specially fitted for their work. It does, however, 
demand that a man shall have a great deal of knowledge 
about his specialty and life work, rather than a little 
knowledge about many kinds of work. 

Not only does Scientific Management require good men 
after it is in full operation, but it also provides for definite 
promotion to retain a man after he has outgrown his job. 
As Mr. James F. Butterworth, a well-known English author- 
ity, summed it up in the London Standard — '^Scientific 
Management not only quickly recognizes the first-class 
man, but attracts other first-class men to share in the bet- 
tered conditions. *' 

Granted that Scientific Management is advantageous 
for the best worker, is it not a distinct hardship to 
the mediocre man? 

It is not, because first of all, the best men are promoted 
out of competition with the mediocre man. Furthermore, 
every man, including the mediocre man, is taught and 
promoted to fill the highest place that he is by nature 
and special training able to occupy. In fact, every 
man is taught and coached and helped until he reaches 
an earning power that he never could expect under the 



EFFECT ON THE WORKER 59 

traditional form of management. The average man, 
having been taught a systematic method of attack, is 
better prepared to handle any new work at which he is 
put than he ever could if he had not had the experience 
under the systematic working of Scientific Management. 

Does not Scientific Management eliminate many men, 
i.e. actually reduce the number of men employed, ac- 
cording to Mr. Taylor's own words ? 

No, because the management is enabled to handle more 
men and thus get the work completed quicker. Further- 
more, while it is true that on any one part of the work the 
men required might be fewer, it is also true that the method 
of selection itself often results in providing the men, who 
are eliminated because of natural unfitness, with work for 
which they in turn are much better fitted. Actual statis- 
tics show that there has never been a case where the total 
number of employees has remained less in any organization 
operating under Scientific Management. 

What would happen if every concern suddenly were 
able to do its work with one third of its present number 
of men? 

It will take two or three years to install the principal 
features of Scientific Management in any one concern. It 
would take a Hfetime to install all of the refinements of 
Scientific Management now recognized and determined. 
There never has been a case yet where the business being 
systematized did not employ a total of more men the 
more highly it was systematized. As soon as the work 
in any one department can be done with fewer men, the 



60 PRIMER OF SCIENTIFIC MANAGEMENT 

business as a whole becomes so successful that it can 
underbid its competitors; in fact, it often creates a market 
for its goods and then requires more men in other depart- 
ments. 

What becomes of the men to-day under the traditional 
plan of management ? 

Under this old plan, often the efficient instead of the 
inefficient man is ^'weeded out/' He is never sure of his 
job, because usually under the old plan there is no ac- 
curate measuring of his efficiency. Where there is, he 
very often has made a low record of output because of 
a fault of the management. 

Perhaps in some ^^ dependent sequence/' his work has 
been held up by failure of the management to supply him 
something; for example, the carpenter cannot lay the floor 
if he is not supplied with nails. The shoveler's output 
might be low because he had not been furnished with 
shovels that would permit of 213^ pounds of material 
on the shovel regardless of the change in the kind of ma- 
terials shoveled. 

'^ By those who have grasped this fact it is universally 
held that increased production due to efficiency of labor 
accrues very largely to the laborers themselves.'' (^* Eco- 
nomics," by Arthur Twining Hadley.) 

What happens to unskilled labor under Scientific 
Management ? 

Under Scientific Management there is no unskilled 
labor; or, at least, labor does not remain unskilled. 
Unskilled labor is taught the best method obtainable, and 



EFFECT ON THE WORKER 61 

is provided with a corps of teachers whose duty it is to 
assist the laborers to become highly skilled in that art or 
trade at which they work. 

Furthermore, the men are promoted as fast as they are 
fitted to be promoted, and are specially taught to fill 
places commanding higher wages even while they are 
taught. No labor is unskilled after it is taught. 

Will not Scientific Management result in putting un- 
skilled laborers at mechanics' work? 

Not while they are unskilled. It is a part of the system 
to train all men to perform the highest class of work which 
they are mentally and physically able to perform. It in 
no way, however, contemplates the superseding of mechan- 
ics; which, of course, would be bad for the mechanics. 
The mechanics need have no fear from that source ; in 
fact. Scientific Management plans for and entails so high 
a degree of perfection that the one greatest difficulty it 
encounters is to secure mechanics of sufficient intelligence, 
training, and expertness to carry out its plan. It does 
not concur, however, with the once general beUef and 
principle that a locomotive driver should also be an expert 
machinist who could build as well as run a locomotive. 

Is it not specially hard on the ^^ weaker brothers "? 

Yes, if "weaker brothers" means unwilling incompe- 
tents. These, Scientific Management discards, as does every 
other form of management, as fast as they can be detected. 
Any body of workers who, by purposely hiding the "weaker 
brother'' in the gang, thereby make it difficult and some- 
times impossible for the old-fashioned management to 



62 PRIMER OF SCIENTIFIC MANAGEMENT 

detect the weaker brother, is paying for his support out 
of the pockets of the strong. If this is so, why not measure 
his abiUty, pay him accurately what he is worth, pay 
the strong ones accordingly, and let the strong pay 
him what extra amount they desire to contribute on ac- 
count of his weakness ? Meanwhile, perhaps, he could be 
taught, or put on work where he would be more efficient. 

Oftentimes a worker is inefficient because he is naturally 
unfitted for his chosen work by reason of natural slowness 
of successive action or poor ability for retention in memory 
of spoken words. Those workers with high personal coef- 
ficient, where the inward end organ most used in the work 
is the eye, as in the work of proofreading, are often the 
fastest workers when changed to such work, for example, 
as short-hand, where the impressions on the brain are 
taken in at the ear. 

Again, the measuring devices of Scientific Management 
often discover that the 'Weaker brother,'^ or the inefficient 
sister, is really a square peg in a round hole. While all 
kinds of management endeavor to discard the inferior 
workers. Scientific Management is the one plan that 
makes definite and systematic effort to promote each 
worker to the highest notch he is capable of in his chosen 
life work. It tries to place each worker where scientific 
investigation and analysis of his individual peculiarities 
indicate that he will be most efficient. 

Volumes could be written about the worker who is in 
the wrong life work, for which he is by nature totally 
unfitted. The recognition of this fact is the cause for the 
interest in vocational guidance throughout the country. 

We believe that one great benefit derived from Scientific 



EFFECT ON THE WORKER 63 

Management will be the utilization of its data for assisting 
young men and women in determining the life work for 
which their particular faculties will enable them to be most 
efficient. Scientific Management endeavors to discover 
for workers, before they go to work, that work to which 
they are best adapted. In fact, the selection of the worker 
is an act of great importance under Scientific Management, 
and is one on which great stress is laid. 

Scientific Management also tries to discard no man who 
has been tried out and partially taught. It attempts to 
place him to better advantage to himself and also to the 
management. 

What happens to the inefficient worker? Is he not 
thrown out upon the labor market? 

There are several things that may happen to him. 

(a) He may be taught so that he becomes extremely 
efficient. 

(b) His efficiency will be increased, whatever it is. 

(c) He may be placed at a kind of work for which he is 
better fitted. 

(d) He may be placed on that portion of the work that 
has not been systematized. There has never been a case 
where the Taylor System caused a large number of un- 
employed. 

Doesn't the Taylor System really plan to eliminate 
the hopelessly inefficient man? 

Yes, and so does every other plan of management. 
The other plans are not fair in that they do not always 
determine which are the really inefficient, but leave it to 
an overworked, busy, uninformed, prejudiced foreman or 



64 PRIMER OF SCIENTIFIC MANAGEMENT 

employer; while under the Taylor System the man is 
taught, shifted, and taught again, until he is placed at that 
work at which he is most efficient, and tried and tried un- 
til he has demonstrated his entire unfitness. Meantime, 
while he may not have been able to earn the maxi- 
mum wages, he will have earned much higher wages than 
he could earn anywhere else on similar work under the old 
form of management. 

Health 

What regard has this System for the physical welfare 
of the men ? Does not this System call upon the reserve 
force of the worker, and thus wear him out before his time ? 

This question is answered at length by Mr. C. A. E. 
Winslow, Associate Professor of Biology, College of the 
City of New York, and Curator of Public Health, Ameri- 
can Museum of Natural History, New York, in an intensely 
interesting paper read before the Congress of Technology 
on the fiftieth anniversary of the granting of the charter 
of the Massachusetts Institute of Technology. Profes- 
sor Winslow states in the closing paragraph : — 

" The cleanliness of the factory, the purity of the drink- 
ing water, the quality of lighting, the sanitary provisions, 
and a dozen other points will suggest themselves to the 
skilled investigator when on the ground. He may find in 
many of these directions economic methods by which 
efficiency may be promoted.'' 

Have observations ever been made on any one man 
long enough to determine if Scientific Management 
benefits him? 

Yes, and on hundreds of men. A visit to the Tabor 
Manufacturing Co., the Link-Belt Co., and the J. M. 



/ 



EFFECT ON THE WORKER 65 

Dodge Co. will convince any one who looks the employees 
over. There one finds that the men are happier, healthier, 
better paid, and in better condition every way than the 
men found in similar work in that vicinity. These places 
above named are among the shops where Scientific Man- 
agement in its highest form has been in operation the 
longest time. 

Does not the ^' speed boss'' speed up the men to a 
point that is injurious to their health? 

"Speed boss,'' like "task," is an unfortmiate name, but, 
as Mr. James M. Dodge has said, the word "task" will 
probably have to be used until a word that is more de- 
scriptive can be substituted for it. 

The same thing is true of "speed boss." We have 
heard one orator state that "the speed boss is the man 
who drives the slaves." He is right if you call the ma- 
chines the slaves, for the "speed boss" does not tell the 
men how fast they shall make their motions. He does, 
however, tell the men at what speeds their machines 
shall run. He does not drive the men at all. He 
is their servant. When they cannot make the ma- 
chines work at the speed called for on the instruction 
card, it is up to him to do it, then to teach them, 
or else to report to the planning department that he can- 
not, and then its members must show and help him. 
Under the traditional plan of management, swearing at a 
man is supposed to make him work faster, for the time 
being at least. The speed boss's job is to swear at the 
machine if he wants to, but he must attain the speed called 
for, no faster and no slower, or he does not earn his bonus. 



66 PRIMER OF SCIENTIFIC MANAGEMENT 

Under the old form of management it sometimes hap- 
pens that the foreman gets so angry at the machine that 
he discharges the operator, but the speed boss can not 
do this mider Scientific Management. All cases of dis- 
charge must be handled by a trained, quiet disciplinarian, 
who disciplines the operator, the speed boss, and any one 
else who needs it, even the superintendent himself. This, 
in itself, is so unusual that in many cases the average 
workman cannot understand how it is that he is being 
treated so fairly. 

As a general practice, do the people want a standard 
of efficiency so high that it requires a stop watch to get 
*' the last drop of blood '^? 

There is no ^'last drop of blood '^ about it ! The stop 
watch is a measuring device that has no more to do with 
making men work than it has when used by a physician 
to determine at what rate the pulse is beating. The stop 
watch is used to determine the correct time necessary for 
doing a certain piece of work, and to determine how 
much the worker should rest in order to achieve and 
maintain his best physical and mental condition. 

It must be admitted, even by those who do not under- 
stand Scientific Management, that there is some rate of 
speed which is the correct speed at which the individual 
worker should work, and that this speed varies according 
to the man — his birth, education, training, health, and 
condition. 

This correct speed is not the speed at which he would 
like to work if he were just naturally lazy, but it is the 
best speed at which he can work day after day, month 



EFFECT ON THE WORKER 67 

after month, and, if he has reached the zenith of his pro- 
motion, then also year after year, and thrive, and con- 
tinually improve in health. 

The stop watch must be used to insure that the in- 
struction card, the output, the percentage of rest for 
overcoming fatigue, and the pay shall be based upon 
that exact speed. 

Taylor has found, by use of the stop watch and by 
timing thousands of cases, that some work requires that 
a man shall actually rest over 50 per cent of the entire 
day, and that practically all work requires more than 12 J^ 
per cent rest. Now, that is one hour in an eight-hour 
day, and it does not sound nearly as much like'Haking the 
last drop of blood'' as does the old method of manage- 
ment, under which, if the manager heard that the man 
rested one half hour every day, he saw to it that the man 
was discharged. 

Wherein does it cost the employer anything to lose 
a worker by wearing him out ? 

It takes time and costs money to specially train 
him, and old workers are therefore usually the most 
desirable. 

Initiative 

What has Scientific Management to take the place 
of the ingenious man ? 

It has nothing 'Ho take the place of the ingenious 
man.'' It does not supplant him. On the contrary, it 
furnishes a specially equipped planning department to help 
him to further and conserve systematically his ingenuity. 



1 



68 PRIMER OF SCIENTIFIC MANAGEMENT 

This department works out problems of improvement 
of methods and conditions. 

Such a department puts the services of the ingenious 
man and the inventor on a business basis and provides 
measuring devices and methods for determining the 
numerical measure of the efficiency of the new methods 
as compared with the old. ♦ 

Does not the management lose the initiative and the 
bright ideas of its ingenious employees when they are 
obliged to follow implicitly the detailed written orders 
of the instruction card ? 

No. On the contrary, there is a special department 
for the employment of those men whose make-up and 
training specially fit them to make the most numerous 
and most valuable suggestions for improvements. 

The value of the ingenious suggestions of the workmen is 
specially recognized and provided for by Scientific Manage- 
ment. Not only is a department created and maintained 
for fostering, conserving, and specially inventing such 
forms of improvement, but also a cash prize system is in 
operation for further obtaining the suggestions of those 
workmen who are outside the regular planning department. 

It is seldom appreciated by the layman that the only 
inventions and improvements that are not wanted are 
those that are offered by the employee hefore he has 
first qualified on the standard method of procedure in 
accordance with the much tried out instruction card. 

The condition precedent to an audience for offering 
a suggestion for an improvement is to have proved that 
the suggestor knows the standard method, and can do 



EFFECT ON THE WORKER 69 

the work in the standard way of standard quality in the 
standard time. Having thus quahfied, he is in a position 
to know whether or not his new suggestion is a real 
improvement. 

Scientific Management offers the first standard method 
of obtaining high efficiency from those best quahfied to 
invent and to make new methods. The ingenious em- 
ployee is specially protected, assisted, and encouraged. 

Does not standardization dwarf, wither, and preclude 
innovation and improvement ? 

On the contrary, standardization offers a base line 
from which we can measure efficiency. Inasmuch as 
the value of the entire scheme of scientific manage- 
ment hangs on time study, much time study must, 
therefore, be taken and used. This consumes time and 
costs much money. The fewer the standards the less 
quantity of time study need be taken. 

Therefore, for the best net results, a few well-chosen, 
first-class standards are much to be preferred to many 
ill-chosen imperfect standards. 

Standardization enables, and offers a constant incen- 
tive to, employees to try for better standards, not only 
for the joy of achieving, but also for the money reward 
that comes from making a better standard. The history 
of Scientific Management shows greater improvement 
under it than under any other plan. 

When a man is paid under the day work plan for his 
time histead of for the quantity of output of prescribed 
quality, there is little to cause him to devise new 
methods or ways to increase his efficiency or productivity. 



70 PRIMER OF SCIENTIFIC MANAGEMENT 

On the other hand, under Scientific Management he 
being paid for his productivity, there is every incentive 
to do all that he can, — to invent new ways, less waste- 
ful ways, and to keep himself in the best physical con- 
dition to work. 

What is there in it for the workman who makes the 
suggestion ? 

There are various rewards for accepted suggestions: 
sometimes cash; sometimes promotion to teacher or 
gang boss; sometimes the saving that the suggestion 
makes for a definite period of time; or a combination of 
the above accompanied by the recognition of having the 
accepted new tool or method named after the suggestor. 

Instruction 

Do not men dislike to be taught by teachers from out- 
side? 

Sometimes they do dislike it at first, but they usually 
like obtaining additional information about their life 
work, regardless from what source it comes. 

Furthermore, the teaching usually comes mostly from 
the men who have been selected from their own number. 
The extra money that the teachers get is an added in- 
centive to them to learn, earn more while learning, and 
thus be better fitted for promotion to the position of 
teacher. 

Don't the workers think they '^ know it all '' to start 
with? 

Many mechanics believe that the best workmen of 
their trade do know nearly all that is worth knowing 



EFFECT ON THE WORKER 71 

about their trade, but the unit cost columns and other 
devices for measuring efficiency soon shows them that 
^'the way we have always done if can usually be im- 
proved upon. 

Do the men really benefit much by the teaching, or 
does not the benefit all go to the employer? 

In re teaching, Mr. William Dana Orcutt says : — 

''The ambitious workman of the past has sought to ad- 
vance himself by attending night school, and in other ways 
which are a strain upon the time which he requires for 
rest and recreation. Scientific Management gives him 
this opportunity, under the most skillful instructors, while 
actually employed in his day's labors, fitting him, at the 
expense of the concern which employs him, to become 
qualified to earn higher wages from the very source which 
gives him his education.'' 

What incentive has the teacher to see that the workers 
are properly trained ? 

The teacher's promotion depends on his success in 
getting results from the workers under his instruction. 

He also gets a bonus every time that a worker gets a 
bonus and a second or double bonus every time that 
every worker in his entire gang gets a bonus. 

Does not Scientific Management do away with the 
old '' journeyman " idea, and is not that of itself a dis- 
tinct disadvantage to the men? 

It does sometunes do away with the ^^old journeyman 
idea " in many ways, especially with several of its waste- 
ful aspects. 'It does -away with teaching the apprentice 
by word of mouth by the traditionally taught journey- 



72 PRIMER OF SCIENTIFIC MANAGEMENT 

man, who has no idea of pedagogy. It does away with 
taking advantage of an apprentice for a certain definite 
number of years, just because he is an apprentice. It 
pays the apprentice in accordance with the quahty and 
quantity of his output, instead of paying him a boy's 
wages even when he does a man's quantity of work. 

It does away with the infamous and common practice 
of Umiting the age at which an apprentice may start 
to learn his trade. It recognizes no such rule as that a 
boy shall not begin to lay brick after he is eighteen and 
shall not be out of his time before he is twenty-one, re- 
gardless of how expert he may be. It accords no special 
favors to any boy because his father was of the trade at 
which the boy works. 

It substitutes for all this a square deal and a more 
efficient method of teaching the trade to a boy. It 
enables him to learn faster, to learn the science of his 
trade, to learn the best method that science can devise. 
It furnishes specially taught teachers to give '' post- 
journeyman instruction'' to even its best men. It makes 
available for use as a wage-earning device all of the ex- 
pert knowledge that constant investigation, analysis, and 
study can devise, collect, and conserve. 

Does not the paying of the bonus to the foreman make 
him help the best workers and let the poorer workers 
shift for themselves ? 

He must also help the poor workers or he does not get his 
second bonus, as the task set is achievable by any per- 
sistent worker. As the records of the foremen's gangs 
are watched by the superintendent, any foreman who 



] 



EFFECT ON THE WORKER 73 

does not teach all of his men so that they all can attain 
their task would not last long at his job. 

Leisure or Rest 

Granted that workers '^ soldier/' what is the 
harm? Does not that rest them? 

A certain percentage of rest is necessary for the workers. 
It is absolutely required for their health. Under Scien- 
tific Management the amount of rest is determined sci- 
entifically; it is not guessed. The men are required to 
rest. On our own work we have demonstrated that 
regular enforced rest periods have invariably resulted 
in reduced costs of production. Soldiering is a case of 
making beheve that outputs are produced when they 
are not. It is the worst form of cheating that there is. 
It often makes men work as hard in pretending to work 
as they would in actually producing output. Soldiering 
results in lower wages to the workers and in a business 
decHne to the community. 

Life, Liberty, and the Pursuit of Happiness 

Does not Scientific Management interfere with the 
workman^s personal liberty? 

If by that is meant the privilege of doing the work any 
way he chooses, or by any method, or on a standard of 
quaUty other than that prescribed, the answer is cer- 
tainly ^'yes.^' But in every other respect, '^no." His 
freedom from petty graft and holdup, and the protec- 
tion and square deal offered him, give him more net Ub- 
erty than he receives under any other plan of management. 



74 PRIMER OF SCIENTIFIC MANAGEMENT 

Does not the forcing of the workmen to use the speci- 
fied motions of the System only, from the time they arrive 
in the morning until they leave at night, take away their 
liberty and enforce slavery conditions upon the workers ? 

It has never been contemplated to prescribe each and 
every motion from the time of arrival to the time of 
departure in a mill or on a job any more than on a 
golf course or a baseball field. It is, however, hoped 
and expected that those motions that are of no use 
will be eliminated as far as possible, and that the 
motions used will be limited as far as possible to those 
that produce output or cause restful exercise. Surely 
no thinking man wants the work so arranged that 
the worker makes useless motions, — useless either to 
himself or to his employer. 

Go to any library or sporting goods store, and you can 
obtain many books with copious illustrations reproduced 
from photographs to illustrate how to make the exact 
motions for the greatest efficiency in many different kinds 
of sports. But in how many trades can similar books 
be found? The best example to date of applying the 
motion studies of the arts of war to the arts of peace can 
be seen in Dr. Taylor's book '^On the Art of Cutting 
Metals.'' In this he shows photographs of the stages in 
forging and sharpening metal cutting tools. ^ 

Is it slavery to insist that a column of the same figures 
shall always be added up to the same total ? 

It seems reasonable, for the greatest efficiency and 
earning power, that each workman should be taught the 

1 See also " Bricklaying System," M. C. Clark & Co., Chicago, and 
*' Motion Study,*' D. Van Nostrand, New York. 



EFFECT ON THE WORKER 75 

exact prescribed motions that have been found to be the 
most productive, the least fatiguing, and the least waste- 
ful. There is more to the benefits of teaching the exact 
motions than is commonly appreciated by the layman. 

The advantage in speed, productivity, and ease of 
performance that come from habits of exactly the same 
sequence of motions and the absence of the mental 
process of making a complete decision for each motion 
cannot be appreciated by any one who has not made 
this subject a Ufe study. The saving from this feature is 
a large one. For the best results, the best sequence 
of the best motions should be taught first, — taught and 
insisted upon until that sequence of those motions has 
become a fixed habit. Necessary and advisable deviations 
from this sequence will take care of themselves thereafter. 

A book could be written on the advantages of teach- 
ing the right motions before insisting upon perfection in 
the product manufactured. In other words. Scientific 
Management insists that the novice shall use certain mo- 
tions in a certain sequence until he can execute the work 
in the standard way, for the gains made by this process 
more than pay later for any cost of the time of the skilled 
worker going over and fixing up the first work of the un- 
skilled worker. The ancient belief that a worker should 
do his work of right quality of output firsts and fast after- 
ward is wholly wrong. He should do his work with the 
right motions first, and either he or some one else should 
afterwards correct his work, or else throw it away, until 
he has formed habits of the correct motions. This method 
not only teaches him much quicker, but it also makes 
him much more efficient his whole lifetime. 



76 PRIMER OF SCIENTIFIC MANAGEMENT ^ 

I have never known a mechanic who had been taught 
the right motions who did not pity those who had not. 
Those who have only an academic knowledge of per- 
spiration as a means of earning a Uvelihood should be 
comforted by the knowledge that the '' slave of motion 
supervision '' will have a pay envelope of much greater 
purchasing power to compensate him for his ''slavery/^ 

Does not Scientific Management ^^ trammel the 
workman in the durable satisfactions of life '' ? 

Not unless it is dissatisfying or unsatisfying to receive 
the best instruction obtainable and to do work in that 
method which time and experience have shown to be 
the least wasteful, the most productive, and the least 
fatiguing. 

Fm-thermore, the working hours represent but about 
one half of the total time that the worker is awake. Under 
Scientific Management he has to work more regularly, 
and more constantly, but usually at not much greater 
speed. If this goes against his grain, it is more than 
compensated for by the greater amount of '* durable sat- 
isfactions of Hfe,'' as Dr. Eliot phrases it, that can be pur- 
chased with the excess money in the pay envelope earned 
under Scientific Management. 

Why insist that men work separately instead of in 
gangs when, if they are in gangs, the best men will 
cause the slow and lazy men to work harder ? 

Experience proves that the output — when all men have 
their outputs measured separately — is much greater than 
when their collective outputs are measured as a gang. 



EFFECT ON THE WORKER 77 

Furthermore, the workers sooner or later argue to them- 
selves in this wise, i.e. '^What is the use of my working 
harder than any one else, since the results of my efforts 
are divided up among the gang?'' Furthermore, a man 
reahzes that, even if he rests considerably, it affects the 
average output of the entire gang very little proportion- 
ally, — and, as a matter of fact, the men do not make the 
lazy ones work. For an example of this see 'Philosophy 
of Management," page 75. 

In exactly what way can the men produce more out- 
put under Scientific Management ? 

In Harper^ Sf February, 1911, page 433, Mr. William Dana 
Orcutt, after seeing the results of the installation of the 
Taybr System by Mr. Morris L. Cooke at the PHmpton 
Press, says : — 

"Every task of the operative is preceded by preparatory 
cooperation on the part of his employer. When the order 
reaches him, every detail has been provided for : he has 
no questions to ask; the proper tools are placed beside 
him, and the materials themselves are near at hand. All 
his time is spent upon productive labor, and his output 
is proportionally increased.'^ 

Promotion 

What show for promotion or development has a young 
man in a plant operated under Scientific Management? 

Every show that there is, except pull. Pull might get 
the job for him; but he must have the merit, or the record 
of production and the unit cost records will show him up 
at his true value. 



78 PRIMER OF SCIENTIFIC MANAGEMENT 

H. L. Gantt says, page 135 in '^Work, Wages, and 
Profits'': — 

" The development of skilled workmen by this method is 
sure and rapid, and wherever the method has been prop- 
erly established, the problem of securing satisfactory help 
has been solved. 

'' During the past few years, while there has been so much 
talk about the ^growing inefficiency of labor,' I have re- 
peatedly proved the value of this method in increasing 
its efficiency, and the fact that the system works auto- 
matically, when once thoroughly established, puts the 
possibility of training their own workmen within the 
reach of all manufacturers." 

How can every man be sure that his merit will be dis- 
covered and that he will be promoted to the highest 
notch he can fill ? 

Because under Scientific Management the output of 
each man is recorded separately and the relative scores 
show up constantly. 

High scores of output are accompanied by correspond- 
ingly high wages. 

High scores and wages attract the attention of the man- 
agement, which needs the services of teachers selected from 
those men who can make high records of outputs. 

From the position of teacher the upward progress for 
the capable man is rapid. 

Admitted that Scientific Management is better for 
most employees, what have you to offer to the successful 
all-around foreman under the traditional plan? 

The ''all-around" foreman, as his very name indicates, 
has to do many kinds of work, and to perform many 
different subdivisions of the several functions. 



EFFECT ON THE ^ WORKER 79 

Not only is he in all probability much more efficient in 
some of his '^ all-around'' duties than in others, but he is 
also using his valuable time in handling work that could 
be done by a lower-priced man. 

Scientific Management offers such a foreman an oppor- 
tunity to work constantly at his high-priced specialty. 
Thus he is more efficient, and we all enjoy that work 
most that we can do best. His earning power is also 
increased by putting him on high-class work on which he 
is most productive, and relieving him of all pay-reduc- 
ing DUTIES that could and should be done by a lower- 
priced man. 

Further, he is taught the best methods that science can 
discover, — which raises him as a producer and earner 
above the earning power of his best work at his specialty. 

Is it not a system of promotion based upon the con- 
test principle — i.e. that the man who has the least 
regard for his fellows, coupled with the most ability, wins ? 

The traditional plan of management is sometimes based 
upon the contest principle; and so in a way is the Taylor 
plan, but under the Taylor plan, the winner does not win 
the loss of the loser, as he does under the old plan. On 
the contrary, the man even with the lowest score is paid 
unusually high wages, if he achieves his task, regardless 
of how much more some other worker may do. In 
other words, all may be winners under Scientific Man- 
agement. It is not a case of who will get the prize by 
beating the others. It is a case of how many will get the 
prizes. For there are prizes for each and all that can be 
obtained by paying attention to busuiess constantly. 



80 PRIMER OF SCIENTIFIC MANAGEMENT 



Speed 

At what speed does Taylor's plan expect any man to 
work? 

At that speed which is the fastest at which he will be 
happy and at which he can thrive continuously. 

Does Scientific Management permit speeding up in 
case two girls wish to race? 

There is nothing in Scientific Management that would 
prevent two girls from racing if they chose to do so. While 
Scientific Management does not encourage racing, it could 
not step in and stop any one from producing as much as he 
wished without being accused of desiring to hmit the 
amount that could be earned in a day. 

The quantity of output prophesied by time study as 
being the correct amount of output a worker should do in 
a day can invariably be exceeded by a spurt or a race. 

One honest investigator was much disappointed by dis- 
covering that Scientific Management did not place a maxi- 
mum on output of some women workers, — not reahzing 
that such an occasional race to determine which was the 
smartest between girls who did not have time to enter 
athletic sports, gave them much pleasure as well as con- 
siderable extra money. They had no fear of a subsequent 
cut in their rate. Their racing record also proved that 
the set task based upon a high percentage of absolute 
rest for overcoming fatigue was so far below the record 
of race output that it was in no way unreasonable for 
everyday performance. 



EFFECT ON THE WORKER 81 

'' Shortened hours combined with increased speed make 
the conditions of employment more favorable for high- 
grade labor and less favorable for low-grade labor. The 
better laborer does not dislike the speed and enjoys the 
time saved/ ^ — Arthur Twining Hadley in ^'Economics." 



Do athletic contests between workers of different 
nationalities cause race feeling? 

We have used the principle of the athletic contest for rais- 
ing the efficiency of management for a quarter of a century. 

Before and since we began the study of Scientific Man- 
agement we have never seen any reason for criticism of 
the athletic contest. A periodical recently said that by 
means of putting different races against one another in 
atheletic contests, we created race hatred. On the con- 
trary, we have never seen a case of race prejudice result 
from athletic contests, but we have often seen a keen in- 
terest and joy created by such contests. Furthermore, 
the workmen coming from the same country or district 
often have the same or similar methods of working, and 
much can be learned when two or more gangs with dif- 
ferent methods are having a friendly contest against each 
other. The workers are given the pleasure of sport to- 
gether with a day that passes quicker and brings higher 
earnings. 

Does not the giving of a bonus to the foreman every 
time that a man earns a bonus result in the foreman 
driving the men unmercifully so that he can get the 
bonus offered to tempt his selfish interest? 

No, because the task is set by carefully timing actual 
performance with the proper allowance of time for rest 



82 PRIMER OF SCIENTIFIC MANAGEMENT 

and unexpected delays. No driving is necessary after 
the workers have been taught the improved method de- 
vised by the best workers cooperating with the planning 
department. After the workers have learned the right 
improved method they will find it possible to do their 
task every day by simply working steadily ^dthout rush- 
ing. When this is not perfectly possible, the task has been 
set wrong and must be corrected without delay. 

Does the practice of paying a bonus to the gang boss 
for each workman under him, and a double bonus to the 
gang boss for every day that every man in his gang earns 
his bonus, result in cruel driving of the worker, and 
abuse, discharge — in fact everything possible to coerce 
the worker into earning his bonus even on days when 
he is sick ? 

The ''gang boss" gets one bonus for each time that the 
man under him gets a bonus, and a double bonus when 
every man under him earns his bonus. This makes the 
interests of the workmen and the gang boss identical. 
It makes them pull together. It causes the gang boss 
to do what he can to surround himself with the men who are 
best fitted by nature to do their allotted work. After 
these men have been selected, it is for the gang boss to 
protect and help them in every possible way to earn their 
unusually high wages, for he cannot get his otherwise. 
He uses all the brains he owns to help them from morning 
till night, regardless of how unsympathetic he may be by 
nature. He will spend no time scheming to get the old 
employees out and his friends and relatives in, for he real- 
izes that the management has accurate measuring de- 



EFFECT ON THE WORKER 83 

vices of the efficiency of the men under him and of him as 
an executive. He cannot bluff them. The facts will show 
up in their true condition in the unit cost column and on 
the chart showing fluctuations of outputs and individual 
earnings. The gang boss cannot discharge the workmen, 
for that is not his function. He will not recommend dis- 
charge for sUght infractions, personal grudges, etc., be- 
cause he reahzes that to discharge a workman means to 
train a new one, — with a period when it is probable that 
at least one workman will not be able to earn his bonus. 
This means that during all that period the gang boss 
loses his double bonus plus the single bonus for the one 
or more men who did not make their bonus. Thus the 
gang boss thinks more than twice before he disturbs the 
usual daily working conditions. 

Thus it will be seen that the effect of the single and 
double bonus on the gang boss is, in many ways, to make 
the employment of the employee more stable and perma- 
nent, and an incentive to conserve and use the special 
ability and efficiency of the trained worker. The gang 
boss cannot discharge or fine; and it is of no use to 
abuse the worker, for to recommend punishment that is 
not approved by the disciplinarian makes the gang boss 
ridiculous and subject to discipline himself. 

Therefore the one thing left is to help the worker, — 
to help him to do his work, to achieve his task; to see 
that he gets his tools and materials without delay; and 
to see that the indication of hindrance or delay by break- 
down is reported immediately to the repair boss, whose 
functions are to make inspections at stated intervals and 
to keep all machinery in the prescribed condition of re- 



84 PRIMER OF SCIENTIFIC MANAGEMENT 

pair BO that breakdowns do not occur. Under the old 
scheme the gang boss usually ''feels his oats/' He 
abuses or ridicules, and is too busy to help the worker 
who is discouraged or is falling behind in his record of 
output. 

Under Scientific Management it is better for the gang 
boss to risk ruin to his suit of clothes by jumping in and 
helping a man who is delayed by the happening of the unex- 
pected than to let that one incident prevent him from earn- 
ing the double bonus. Every time he thus helps himself he 
is helping the worker. There is no parallel to this under 
the traditional plan of management, except in the very 
small business where the employer is his own and only 
gang boss. This condition of scientific management has 
also many by-products of benefit to the workman. It 
fosters good feeling between the men and their employers. 
The men have more contented minds. They dare to 
push their work, knowing that when they really want help 
they can always get it. They soon learn to know that 
the gang boss is working for them, instead of their work- 
ing for him. Their instructions are in writing on the in- 
struction card. The gang boss can't change those instruc- 
tions. If they work in accordance with the directions on 
the instruction card, the disciplinarian will stand by them. 
If they do not understand their instructions or cannot 
obey, they send for the gang boss. He is their coach, 
their tutor, and as the worker is paid more money for 
being more efl&cient, so also is the gang boss tutor paid in 
the form of bonuses and double bonuses in proportion 
as he is efficient as a teacher — not as a driver. The 
extra bonus offered to the worker is sufficient to induce 



(Hi 



EFFECT ON THE WORKER 85 

him to put forth his best maintainable effort without the 
additional driving method of the ^* good old-fashioned'' 
method of management. 

Unions 

Is not the real plan of Scientific Management to dis- 
band the unions ? 

The plan of Scientific Management in no way contem- 
plates the disbanding of the unions. In fact, all followers 
of Taylor recognize the general necessity for the existence 
of unions. No one can study the subject of management 
without appreciating the good that has come as a result 
of the unions insisting upon more sanitary conditions of 
the shops and safer conditions of the buildings. It is 
unfortunate that the unions have not always been right, 
but they have not. Neither have the employers asso- 
ciations always been right. The many times that each 
side has been wrong have been due to fear of injury in 
the future or revenge for real or fancied wrong in the past. 
But Scientific Management now provides accurate measur- 
ing methods and devices for determining the merit and 
efficiency of different methods of procedure, and the 
greater the accuracy of such measuring devices, the fewer 
the misunderstandings between the employer and employees . 

The measuring devices find the facts and thus ehminate 
the largest part of the cause for labor disputes. Mr. 
George lies, in his intensely interesting and valuable book, 
*^ Inventors at Work,'' calls attention to the absolute de- 
pendence of advance in all sciences on the use of measiu*- 
ing devices. It was the discovery and adaptation of the 
simple measuring methods and devices by Dr. Taylor that 



86 PRIMER OF SCIENTIFIC MANAGEMENT 

enabled him to make the greatest progress in the science of 
management and to ehminate war between the employer 
and labor unions. 

These methods of measuring the relative efficiency of 
methods and men assist to eliminate industrial warfare. 
Instead of having war, the unions will recognize that under 
Scientific Management they obtain more money, shorter 
hours, fairer treatment, better teaching, and more sani- 
tary conditions than their union asks from employers 
operating under the old-fashioned or traditional plan of 
management. There must always be unions ; there must 
always be collective bargaining by the unions for some 
things; but the union that attempts to interfere by col- 
lective bargaining with the installation or progress of 
Scientific Management will, if unsuccessful, have its mem- 
bers left out in the cold, and, if successful in interfering 
with the management's installation, will so discourage 
the management that they wU decide to postpone, for 
the time being or permanently, that one plan of manage- 
ment that will enable the workers to obtain unusually 
high wages. Neither the followers of Taylor, nor any one 
else, is able to install Scientific Management and simul- 
taneously participate in a debating society or risk results 
of unfavorable decision of a well-meaning but uninformed 
board of arbitration. 

I cannot emphasize too strongly to any and all labor 
unions that my advice is to offer no resistance whatever 
to any employer who is honestly trying to put in Dr. 
Taylor's plan of management. 

After it has been put in and is in fairly smooth running 
order, the union men will find that their wages are much 



EFFECT ON THE WORKER 87 

higher; that the hours are at least no longer — in 
fact are often shorter; that conditions are better from 
a health standpoint; and that, further, the square deal 
really does and must exist. Incompetents holding down 
positions due to graft, relationship, marriage, and '^afl&ni- 
ties,'* are measured up to their true value, and all can see 
this. The worker's job is sure, so long as he is efficient; 
the worker is reproved, disciplined, punished, laid off, or 
discharged by a trained disciplinarian and not by the 
whim of a suddenly exasperated gang boss, foreman, 
superintendent, or new manager. When the new man- 
ager handles this function of disciplining in any other 
way than with the square deal, then there is no longer 
Scientific Management. 

This plan of Scientific Management extends and pro- 
longs the years of productivity of the worker, not only 
because he is treated better, but also because it is en- 
tirely a teaching plan; and the old employee can teach 
for years after his usefulness would have ceased under the 
old plan of management. 

There is no call for unions to cease or disband. If 
they do disband, it will be because they themselves decide 
that there is another way of obtaining a better result. 
The imions have nothing to fear from Scientific Manage- 
ment except that their own acts may unintentionally 
prevent its rapid installation. 

If Scientific Management is a good thing for the 
workers, why do the labor leaders all oppose it? 

They do not all oppose it. Some oppose it for the 
simple reason that they do not understand it ; the others 



88 PRIMER OF SCIENTIFIC MANAGEMENT 

have visions that Scientific Management is something 
that will reduce the value of their jobs, — and all are 
afraid, because of the bad treatment that workmen as 
a whole have had in the past, that Scientific Manage- 
ment is simply a new '^confidence game,'' presented in 
a more attractive manner than ever before. Because 
of the many cases of unfair treatment that the work- 
men have themselves experienced and have seen on 
every side, they simply cannot imagine Dr. Taylor or 
any other practical man working for their interests un- 
less there is a '^ comeback '' somewhere. 

I have heard gentlemen considered well balanced in every 
other particular admit privately on one day that they 
knew nothing of the details of Scientific Management, 
and harangue a crowd on the following day telling of the 
evils of Scientific Management to the workingman. 

As a matter of fact, there are but few men who, after 
having first become proficient mechanics in at least one 
trade, and after having been in direct responsible charge 
of engineering or mechanical construction, or manufac- 
turing, for several years, can grasp in less than three to 
five years the fine points of Scientific Management that 
are necessary to make its operation successful. 

Dr. Taylor and his followers, therefore, ask all those 
who do not understand this plan of management to 
suspend judgment not only until they understand it, but 
also until after they have had time and opportunity to talk 
to those mechanics and laborers who have worked and 
prospered under it for several years. 

In this connection I would recommend for such inter- 
views as typical examples of happy, loyal, intelligent, 



EFFECT ON THE WORKER 89 

well-treated, and well-paid workers, employees of the 
Link-Belt Co., the James M. Dodge Co., and the Tabor 
Company at Philadelphia. 

Is it absolutely necessary to have no collective bar- 
gaining in order to install the Taylor System of Man- 
agement ? 

No. But it will take longer if such bargaining is in- 
troduced. It would be like collective bargaining of the 
doctors with all the patients in a hospital as to what 
medicine Patient No. 40 should take. 

Wages 

If the worker produces three times more output under 
Scientific Management than he does under the tradi- 
tional plan, why does he not get three times as much 
wages ? 

If all of the saving by use of Scientific Management 
were given to the worker, the management could not 
afford to maintain the corps of investigators and teachers 
who are necessary under Scientific Management. The 
saving by means of better processes, easier conditions, and 
more efficient teaching is so great, however, that increases 
in wages of 25 to 100 per cent to the workman are always 
paid. The balance of the saving goes to pay for the 
cost of maintaining the conditions of Scientific Manage- 
ment and also for reducing costs of production. 

In other words, the corps of investigators and teachers 
is what enables the worker to achieve three or more 
times the size of the output customary under the ''good 
old-fashioned^' management. The savings caused thereby 



90 PRIMER OF SCIENTIFIC MANAGEMENT 

must first pay for this corps, then the balance is divided 
between the employer and the employees. 

What guarantee has the workman that the rate will 
never be cut? 

There may be no guarantee to the workman that the 
rate will never be cut; but there will be no Scientific Man- 
agement left if the rates are once cut, because the entire 
framework of Scientific Management hangs on first hav- 
ing the rate set by Scientific Methods and then never 
cutting the rate. Scientific Management represents the 
highest form of cooperation between the employee and 
the management. No management can expect any 
cooperation if the workmen have experienced a cutting 
of the rate with its after effects, namely, systematic sol- 
diering. When the workers are caused by the cutting of 
a rate to figure out the greatest amount of output they 
can safely produce without another cut in their rate, 
there cannot be any further cooperation. Any one who 
has studied the subject of management enough to install 
Scientific Management will realize that the rates must 
be set right the first time and never cut. This is the 
best guarantee the worker can have. 

What does the workman get if he exceeds the task? 

That depends upon the method of payment that is 
used. Sometimes a higher piece rate for the entire num- 
ber of pieces, as under Taylor's differential rate piece 
system; sometimes the same piece rate for all the ad- 
ditional pieces as the rate per piece of the task. If he 
exceeds the task much, he will be given a chance at the 



EFFECT ON THE WORKER 91 

job of teacher or of gang boss, at either of which positions 
he can earn high wages. 

Does not the management sometimes take advantage 
of the disciplinarian's power to fine the workmen and 
increase fines in times of business depression? 

No, for the reason that under Scientific Management 
the fines collected go back into the pockets of the work- 
man in some form or other. 

Bitter strikes have occurred in many of the textile 
trades under the old plans of management, because the 
fines which were established primarily to compensate 
the employers for the injury caused by the employee 
were afterw^ards used as a means of reducing production 
costs, by the simple process of fining the workers for every- 
thing for which an excuse could be found. 

Under Scientific Management the fines collected by the 
management for carelessness, disobedience, injury to ma- 
chines or product are contributed to by the workers, gang 
bosses, functional foremen, and even those still higher up, 
at any time that the disciplinarian, in the exercise of his 
fair judgment, so decides. The money which is so col- 
lected is the nucleus of a sick benefit, insurance or enter- 
tainment fund, and is spent wholly upon the workers. 

Such an arrangement offers no inducement to the man- 
ager or his disciplinarian to be unfair. The worker does 
not so much begrudge the money he has to pay, and every 
time the others hear of a fine being imposed they laugh 
in their sympathy, because they know the offender must 
pay and the management does not profit thereby. There 
is, therefore, no incentive for increasing fines in times of 



92 PRIMER OF SCIENTIFIC MANAGEMENT 

business depression, or at any other time. Then there is 
another benefit from the worker's standpoint. It is to 
the interests of the management to help the workers to do 
their work with the smallest amount of fines, because the 
management does not get the income from the fines, and 
any kind of fines, even necessary fines, cause some hard 
feeling. It puts the incentive on the management to 
remove the cause for fines. 

What do you do with the bonus if the union refuses to 
allow the workman to accept it ? 

When the men refuse to accept high pay that has been 
offered to them, it should be deposited in a local savings 
bank subject to their order at any time. If they have 
earned the bonus that the management has promised 
them, then the management certainly should not keep 
it. Depositing it in the local savings bank shows good 
faith on the part of the management. When the worker 
gets old and helpless, he may change his mind and draw 
out his money. 



i' 



CHAPTER V 
RELATION TO OTHER LINES OF ACTIVITY 

What can the colleges and schools do to help Scientific 
Management; or, what place have the colleges in 
Scientific Management? 

This question is too large to attempt to answer in 
this book to the extent that it deserves. (See Bulletin 
#5, Carnegie Foimdation, by Mr. Morris L. Cooke, 
M. A. S. M. E.) 

There are five things, however, that would help tre- 
mendously : — 

1. The colleges should arrange for the collection and 
interchange of time study data through a central bureau, 
preferably a national bureau at Washington. 

2. They should establish laboratories for the study 
of methods for shortening the hours of the working day 
and for increasing the eflSciency of the workman, fore- 
man, and manager, that their earning powers may 
become greater. 

3. They should study the reclassification of the trades, 
that they may be less wasteful and better suited to modern 
conditions. At the present time nearly all the trades 
are practiced to suit conditions now obsolete. 

4. They should disseminate information and data 
regarding the economic benefits to the workers them- 

93 



94 PRIMER OF SCIENTIFIC MANAGEMENT 

selves, as well as the country at large, from having 
everybody as efficient as possible and constantly produc- 
ing as large outputs as possible per unit of time consumed, 
so that honest men will not oppose labor-saving machinery 
because of ignorance of facts. 

5. They should disseminate the new method of teach- 
ing the trades, realizing : — 

(a) That the best and fastest workman and the one 
who can accomplish the greatest output with the least 
fatigue is he who has been taught the right motions first, 
speed second, and quaUty third; 

(6) That the worker^s accuracy at first should be 
judged by his accuracy in conforming to the standard 
method and not by the degree of accuracy of his result- 
ing work ; 

(c) That this method is not a scheme for teaching slip- 
shod results but, on the contrary, greater precision. 
Habits of correct method will result in habits of correct 
results. 

How does Scientific Management affect the general 
welfare of the country ? 

Will Irwin says, page 949, Century^ April, 1910 : — 

'*To get the most out of a day^s work and that without 
injury to the workman's permanent powers, this is the 
greater formula upon which the pioneers of the new regime 
are working. Carry the formula to its logical conclusion 
and it embraces all those movements, formerly in the hands 
of philanthropists and charitable organizations, which 
seek to ameliorate working conditions. As a matter of 
self-interest, it incorporates the golden rule into the theory 
of production.^' 



RELATION TO OTHER LINES OF ACTIVITY 95 

What relation has Scientific Management to indus- 
trial education? 

Scientific Management concurs with the new thought 
that ideal teaching in the school and college is but the 
putting of the student in condition to learn his real les- 
sons, namely, those that he will learn out upon the work; 
and there is no end to these lessons. 

Under the old plan the journeyman of each trade is sup- 
posed to teach the apprentice his trade. This method is 
an acknowledged failure, because there is more incentive 
to the journeyman to keep the apprentice from learning 
than there is to teach him. This is indirectly recognized 
by the unions in their laws governing more favored ap- 
prentices, such, for example, as the son of a member of the 
craft whom they know will have the best training that his 
father, at least, and perhaps his father's most intimate 
fellow-craftsmen, will give him. 

The apprentice is taught so poorly and becomes efiicient 
so slowly that he oftentimes becomes discouraged of ever 
learning his trade. These two conditions have in the past 
caused the term of apprenticeship to be five to seven 
years in England and America, and in the former country 
that is still the term in many trades. This length of ap- 
prenticeship is supposed to give the employer suiEcient 
time to obtain enough profit from the boy's latter years to 
make up for his former years, when he was unskilled and 
wasted much material. In fact, the apprentice was so 
profitless that the master usually made him do other 
work, such as heavy labor outside his trade, chores about 
the master's house, errands, etc., in order to get some profit 



96 PRIMER OF SCIENTIFIC MANAGEMENT 

out of the apprentice during the first years of his appren- 
ticeship. The apprentice, obtaining Httle or no money for 
wages, in some cases going into debt to pay the employer 
to teach him his trade — his life work — was usually in 
constant trouble because he was not being taught as fast as 
he thought he should be, and was put to other unpleasant 
work, on the one hand, and was not working as hard as 
he should, on the other. Under the best of the conditions, 
he was paid for his time and not for his output — was 
working on a ^' day work '' basis with an agreed upon wage 
for a term of years without any definite agreed upon 
quantity of output that he should deliver in return. 
His teachers were of two kinds: those that did not care 
to teach him, and those that were not selected for their 
ability to teach, even if they were willing. Further- 
more, if they happened to be those that were willing and 
could teach, they taught what in their opinion was the 
best and most efficient method — without any help of 
modern methods of research and pedagogy. Consider 
the stupendous waste of this method as compared with the 
method of teaching the trades under Scientific Manage- 
ment, where the teacher holds his position because 
of his measured efficiency to teach the one best way 
that science and cooperation have determined and 
selected. 

It is here that the teachers in the trades schools will 
soon come into their own. In the past they have suffered 
from a lack of the proper method of attack that made 
them become content with graduating boys who, with a 
little actual '^experience'' after graduation, could earn 
journeyman's wages. These were, even then, looked upon 



RELATION TO OTHER LINES OF ACTIVITY 97 

as ^'incubator chickens." Now, with the method of at- 
tack furnished by motion study, time study, and exact 
methods and devices for measuring the ultimate subdivi- 
sions of mental and manual effort and fatigue, the teachers 

of our trades schools will soon be able to turn out 

« 

"teachers of mechanics,'' that is, foremen; and the jour- 
neyman who does not learn his trade with the right 
motions first, and with all other recognized methods 
for the elimination of unnecessary waste, must take the 
place of him with the lesser skill. 

The faithful old journeyman was a most inefficient 
worker at best — a less efficient teacher for lack of knowl- 
edge and incentive. 

The best teacher of the present in the trades schools 
suffers in salary for lack of appreciation. The teacher of 
the future will be the best obtainable. He will be able to 
prove his efficiency by the measured quahty of his output. 
This incentive for the teaching of the apprentice by spe- 
cially trained teachers or functional foremen continues 
through the entire life of the worker. There is no end 
to the period of learning. Under Scientific Management 
a worker is better prepared each day to learn the new 
lessons that the investigators of the planning department 
have discovered or synthesized. The functional foremen 
and teachers of the management are better prepared 
each day to pass their information on. The appreciation 
of the merit of the best teachers of the trades in the 
future w^ill carry with it an adequate financial com- 
pensation. 



98 PRIMER OF SCIENTIFIC MANAGEMENT 

Is Scientific Management a factor in securing in- 
dustrial peace ? 

Mr. William Dana Orcutt says, Harper^s, February, 
1911: — 

''It has commonly been accepted that the interests of 
capital and labor ought to be identical yet, as a matter of 
fact, they have rarely been so considered. 

''The new force, which is called 'Modern Scientific 
Management' says, 'If they are not identical, theq make 
them so,' and having flung the banner bearing this slogan 
to the wind, it has thus separated itself from the systems 
and systematizing, from card indices, vertical fihngs, and 
cost tabulations. It recognizes all these as necessary de- 
tails of system, which in turn is a necessary ingredient of 
Scientific Management — but as a science it concerns 
itself with cause and effect rather than with records or 
figures, which are usually obtained so late that they pos- 
sess only historical value.'' 

Is it not a scheme that will wedge apart the college 
man and the mechanic into opposed classes? 

On the contrary, it is the one thing that will show the 
college-trained man and the young mechanic their inter- 
dependent relations. It furnishes an accurate measure 
of their relative importance. It shows them that for 
the best and most lasting efficient results they must work 
together and pull together; that each is absolutely 
necessary to the other in this plan of Scientific Manage- 
ment, not only during the period of transition from the 
traditional plan of management, but also after it has been 
installed and is on a permanent basis. 



RELATION TO OTHER LINES OF ACTIVITY 99 

Does not Scientific Management remove the worker 
farther than ever from the management? 

On the contrary, it brings him into closer touch with 
the management. He is treated as an individual and 
is not herded into a gang and treated always as one of a 
gang. He finds that by cooperating with the management 
in enforcing its system he raises his own wages, helps 
his fellow worker to earn more money, and helps the man- 
agement to get lower production costs. This in turn 
helps his employer to compete successfully and there- 
fore to secure more business, thus helping to prolong the 
employment of the workers. 

National Industrial Supremacy 

Would it not be better to nip the whole Scientific 
Management movement in the bud because of what will 
happen to us when the Chinese and Japanese, with their 
few requirements and low cost of living, discover and 
apply our methods of attack and laboratory methods as 
applied to the Science of Management? 

Even if there were any force to this argument, it 
would be lost because it is now too late. 

Native Asiatic engineers who have been educated in 
American colleges have already started the movement of 
giving their countries the benefits of Scientific Manage- 
ment. 

How does Scientific Management affect reclassifying 
the trades ? 

First, its records show what parts of the work cause a 
lowering of the pay of the highly skilled man. 



100 PRIMER OF SCIENTIFIC MANAGEMENT 

Second, Scientific Management endeavors to have each 
man so placed that he may work continuously on that 
kind of highest paying work that his skill, experience, and 
knowledge will permit him to do. 

What place has Scientific Management in vocational 
guidance ? 

The preparation of the workman for his life work should 
begin while he is at school. 

See '^The Vocational Guidance of Youth,'' by Meyer 
Bloomfield, Director of the Vocation Bureau of Boston, 
lecturer on Vocational Guidance, Harvard University. 

What place has so-called welfare work in Scientific 
Management ? 

The word 'Velfare" is usually disagreeable to the 
ears of the workers. Their viewpoint is that if there is 
any money to spare for welfare work they would rather 
have it distributed pro rata in their pay envelopes every 
Saturday night. Any kind of welfare work is better than 
nothing, and will help some; but to be permanent in its 
effect such work must be of a kind that enables the worker 
to be more efficient, to earn more wages, and thus take 
care of himself without any outside help. 

The most beneficial ^^ welfare work" would be the crea- 
tion of a government bureau for the collection, preserva- 
tion, and dissemination of data referring to Scientific 
Management. 

Scientific Management hangs upon the science of time 
study. Dr. Taylor first called attention to the need of 
a book of time study data on the arts and trades, in 1895. 
There is not such a book on the market to-day, seventeen 



RELATION TO OTHER LINES OF ACTIVITY 101 

years later. Yet the government has employed experts to 
study how to increase the productivity of sheep, hens, 
cows, bees, pigs, and Rocky Mountain goats. 

Who will be the man to receive the everlasting fame of 
being the first to start the movement for the permanent 
creation of a bureau and museum at Washington for the 
study of Scientific Management and methods of increasing 
the efficiency, longevity, and productivity of human beings ? 

Politicans recognize the great value of such a govern- 
ment department, but they are ^^vote shy." They fear 
the votes of a great number of workers who honestly be- 
lieve that the sum total of '^working opportunity,'* as they 
call it, is fixed and constant, and that to make one man 
more efficient and thus cause him to be able to do two 
men's work is simply displacing one more man to be added 
to the great army of the unemployed. The fact that this 
may be so this week bhnds them to the fact that Scientific 
Management will quickly bring lasting benefits to them 
in the immediate future. 

The case of the man who made the knitting machine 
for silk stockings in the time of Queen Elizabeth; the 
struggles to introduce the sewing machine, and the fountain 
trowel, and all the wars against the installation of labor- 
saving machinery since, are too well known to war- 
rant writing about here. These improvements have come 
and are coming. Nothing can resist them permanently. 

It is,' however, a national, yes, a world calamity, that 
there are so many against any plan for saving labor. I 
am not able to see why, for example, certain unions insist, 
as did the bricklayers of Glens Falls, that outputs shall 
be limited by such crude methods as insisting that the 



102 PRIMER OF SCIENTIFIC MANAGEMENT 

bricklayer shall not lay down his trowel when he is picking 
up brick. They insist that the bricklayer shall not pick up 
brick with both hands unless he also keeps the trowel in 
his hand. 

I do not understand by what measuring device or method 
they have determined that that procedure is the exact one 
that is best for their craft. If small outputs and long 
hours are desired, why not go the Hmit and say that no 
bricklayer shall have a trowel larger than the pie knife 
used in that vicinity, or that the wristband of the left 
shirt sleeve of each bricklayer shall be pinned to the leg 
of his trousers between the hours of eight to twelve and 
one to five? This surely sounds ridiculous, but four hours 
of it daily would cut down outputs less than the other less 
noticeable rules of the Glens Falls bricklayers. 

No friend of the working men can do his fellow man so 
much good as to teach the truth about the benefits to the 
workmen from increased outputs, — for increased outputs 
are the one thing, or condition, that will permit raising 
wages permanently and reducing production costs per- 
manently. 

The benefits to the workman from raising wages speaks 
for itself. The benefits to the worker from reduced cost 
of production are not so obvious, but just as real, for when 
production costs are lowered the condition is made that 
creates greater ^'working opportunity.'' Furthermore, re- 
duced costs of production mean greater purchasing power 
of the wages of the workman, and reduced costs of Hving. 

Scientific Management ehminates human waste as 
does nothing else. 

Let us not be wasteful in earning money, even though 



RELATION TO OTHER LINES OF ACTIVITY 103 

we may be wasteful in spending it for those things 
individually most desired. 

''Give back the singing man !^' and give him something 
to sing about and to sing with, and give him plenty of 
hours in which to sing, and furnish him with conditions 
during his work hours that will make him feel Uke singing 
after his day^s work is done; and during the reduced number 
of working hours concentrate on how to eliminate human 
waste, unnecessary fatigue, and the workman's presence 
under working conditions any longer than is necessary 
to achieve the proper sized day's work. 



INDEX 



Abbott, Ernest Hamlin, article on 

S.M. by, 32. 
Accidents, reduced under S.M., 45. 
Athletic contests, benefits of, 81. 

Babbage, Charles, "Economy of 
Manufactures," 11. 

Barth, Carl G., sHde rules in Taylor 
System, 33. 

Bloomfield, Meyer, "The Voca- 
tional Guidance of Youth," 100. 

Bonus, effect on foremen, 72. 
effect on worker, 81. 

Bonus scheme, old disadvantages 
of, 21. 
quality of work under, 46. 

Brandeis, Louis D., definition of 
S.M., 3. 

Colleges, necessity for cooperation 
of, 12. 
opportunities for cooperation with 
S.M., 98. 

Committee, self-governing, disad- 
vantage of, 35. 

Compensation, determining rate of, 
20. 

Cooke, Morris Llewellyn, definition 
of standard, 14. 

Cooperation, or profit sharing, 
failure of, 26. 

Day, Charles, "Industrial Plants," 
34. 

Day work, description of, 20. 
disadvantages of, 21. 

Definition, of S.M., L. D. Brandeis, 
of terms, 1. 

Devices, necessity for standardiza- 
tion, 14. 



Differential Rate Piece, description 

of, 24. 
Disciplinarian, advantages from, 91. 
advantages over self-governing 

body, 18. 
duties of, 18. 
Dividends, under S.M., 44. 
Division, of labor, Adam Smith's 
discussion of, 11. 
of mental labor, Charles Bab- 
bage, discussion of, 11. 
Dodge, James Mapes, definition of 
Taylor System, 2. 

"Economics, " A. T. Hadley, 9. 

Education, industrial, relation to 
S.M., 95. 

Emerson, Harrington, apprecia- 
tion of Taylor's work, 6. 

"Engineering and Contracting," 
definition of S.M., 4. 

Experience, relation to standard, 
56. 

Flying Squadron, savings by use 

of, 38. 
Foremen, all-around, provision un- 
der S.M. for, 78. 
duties of, 18. 
effect of bonus on, 72. 
Functional foremen, description 
of, 10. 
description of, Wilfred Lewis, 16. 
number required, 31. 
relation to the worker of, 16. 
settling difficulties between, 18. 

Gain sharing, description of, 22. 
Gang work, measurement of output 
of individual imder, 76. 



105 



106 



INDEX 



Gantt, Henry L., definition of S.M., 
4. 
invention of task with bonus, 22. 
** Work, Wages, and Profits," 22. 

Gillette and Dana, "Cost Keeping 
and Management Engineer- 
ing, "25. 

Good will, obtained by S.M., 34. 

Government Bureau of Efficiency, 
necessity for, 100. 

Hadley, Arthur Twining, relation 
of wages to waste, 9. 

Halsey, F. A., invention of pre- 
mium plan by, 22. 

** Hand Book of Steam Shovel 
Work," R. T. Dana, 7. 

Hathaway, H. K., definition of 
management by, 1. 

Health, provision under S.M. for, 64. 

Industrial education, relation to 

S.M., 95. 
*' Industrial Engineering," articles 

on S.M. in, 32. 
Industrial Peace, influence of S.M. 

on, 98. 
Initiative, provision under S.M. 

for, 67. 
Innovations, effect of standardiza- 
tion on, 69. 
Inspectors, duties of, 42. 
Instruction, incentives for, 70. 
Instruction card, for foreign and 

illiterate workmen, 16. 
Taylor's description of, 17. 
Introduction of S.M., method of, 

36. 
place of, 35. 
preparation for, 35. 
Irwin, Will, description of effect 

of S.M., 94. 



Judgment, old-fashioned, 
tages of, 55. 



advan- 



Labor, unskilled, opportunities un- 
der S.M. for, 60. 

Laine, Wm. B., definition of S.M., 
4. 



Leisure, provision under S.M. for, 
73. 

Lewis, Wilfred, description of ad- 
vantages of functional foremen, 
19. 

Loyalty, obtained by S.M. , 34. 

Management, art of, 1. 
principal object of, 1. 
successful, indicators of, 44. 
Man, good, opportunities under 
S.M. for, 57. 
mediocre, opportunities under 
S.M. for, 58. 
Methods, necessity for standardi- 
zation, 14. 
of payment, difference between, 
20. 
Moffat, Cleveland, definition of 

S.M., 3. 
Monotony, danger of, under S. M., 

53. 
Motions, different, disadvantages 
of, 55. 
different, restfulness of, 55. 
prescribed, benefits of, 74. 
right, advantages of teaching 
first, 74. 
Motion Study, definition of, 8. 
variables of, 8. 

National Bureau for the Study of 
Human Efficiency, necessity 
for, 12. 

National industrial supremacy, 
influence of S.M. on, 99. 

*' On the Art of Cutting Metals," 6. 
Orcutt, Wm. D., description of 

teaching under S.M., 71. 
Output, increase under S.M., 77. 

Page, Arthur W., definition of 
S.M., 4. 

Parkhurst, Frederic A., "Applied 
Methods of S.M.," 32. 

Payment, difference between meth- 
ods of, 20. 

Peace, industrial, influence of S.M. 
on, 98. 



I 



INDEX 



107 



Photographs, stereoscopic, advan- 
tages and use of, 17. 
** Piece Rate System, a," 6. 
Piecework, objection to, 28. 

old-fashioned, disadvantages of, 
21. 
Planning department, expense of 

maintaining, 41. 
Premium plan, description of, 22. 
discussion of F. W. Taylor, 22. 
** Principles of Scientific Manage- 
ment, the," 76. 
referred to, 1. 
Promotion, basis of, under S.M., 79. 
provision under S.M. for, 77. 

Rate of compensation, determin- 
ing of, 20. 

Rate, permanence under S.M. of, 29. 
relation to task and method of, 
20. 

Rates of wages, absence of cut in, 
90. 

Rest, provision under S.M. for, 73. 

Roe, Joseph W., definition of S.M., 
3. 

Roosevelt, Theodore, definition of 
S.M., 2. 

Routing, relation to S.M. of, 34. 

Savings from S.M., 40. 
Scientific Management, 1. 
accidents reduced under, 45. 
chance for work under, 57. 
danger of monotony under, 63. 
definition of A. W. Page, 4. 
definition of Cleveland Moffat, 3. 
definition of " Engineering and 

Contracting," 4. 
defintion of Frederick W. Taylor, 

1. 
definition of H. K. Hathaway, 1. 
definition of H. L. Gantt, 4. 
definition of J. W. Roe, 3. 
definition of Theodore Roosevelt, 

2. 
definition of W. B. Laine, 4. 
dividends under, 44. 
effect on general welfare, 94. 
effect on the worker, 45. 



effect on worker's personal liberty, 
73. 

elimination of workers under, 59. 

expense of, 39. 

field of applicability, 31. 

foundation of, 1. 

fundamental of, 12. 

in construction work, 38. 

increase of output under, 77. 

laborers learning, 48. 

length of time before returns, 
40. 

liability of waste under, 43. 

liability to turn men into ma- 
chines, 49. 

location of best description, 6. 

method of introduction of, 36. 

objects of, 1. 

outlay for equipment for, 40. 

permanence of rate under, 29. 

place of introduction of, 35. 

possibility of substitutes for, 32. 

practicability of, 38. 

preparation for introduction of, 
35. 

prevention of all-around me- 
chanical skill by, 51. 

provision for health under, 64. 

provision for initiative under, 67 

provision for promotion, 77. 

provision for rest, 73. 

provision for square deal under, 
67. 

purpose of , 39. 

regulation of speed under, 80. 

relation of routing to, 34. 

relation to industrial education, 
95. 

relation to specialization, 51. 

relation to Taylor System, 5. 

relation to unions, 85. 

rewards for exceeding task, 90. 

savings through use of, 40. 

teaching under, 71. 

time necessary to install, 37. 

time necessary to learn, 48. 

transformation of unskilled la- 
borers by, 61. 

treatment of inefficient worker 
under, 63. 



108 



INDEX 



Scientific Management (continued), 
wages under, 89. 
welfare of worker under, 103. 
Shop management, 6. 
"Shop Management," 41. 

quotations from, 1. 
Smith, Adam, "An Inquiry into 
the Nature and Causes of the 
Wealth of Nations," 11. 
Soldiering, remedy for, 30. 
Specialization, efifect of, 52. 
Speed boss, duties of, 65. 
Speed, regulated under S.M., 80. 
Square deal, provision for, under 

S.M., 56. 
Standard, definition of, M. L. 

Cooke, 14. 
Standardization, effect on innova- 
tions, 69. 
Standards, economies through adop- 
tion of, 14. 
necessity for, 14. 
Stereoscopic photographs, advan- 
tages and use of, 17. 
Suggestions, provision under S.M. 
for, 68. 
reward of worker for, 70. 

Task, definition of, 9. 
reward for exceeding, 90. 
with bonus, description of, 22. 
Taylor, Frederick W., definition 
of S.M. by, 1. 
invention of differential rate 
piece by, 23. 
Taylor System, definition of J. M. 
Dodge, 2. 
relation to S.M., 5. 
Teaching, benefits of, 71. 

incentives for, 70. 
Terms, definition of, 1. 



Three-rate with increased rate, 
advantages of, 23. 
discussion of, 23. 
Tickler file, 45. 

Time study, data, necessity for 
hand book of, 12. 
definition of, 7. 

description of Sanford E. Thomp- 
son, 7. 
expense of, 42. 
fundamental of S.M. , 12. 
necessity for square deal under, 

56. 
of R. T. Dana, 7. 
period of time covered by, 39. 
purposes of, 13. 
Tools, necessity for standardiza- 
tion, 14. 
Towne, Henry R., invention of 

gain sharing by, 22. 
Trades, reclassifying, effect of S.M. 

on, 99. 
Traditional management, elimina- 
tion of men under, 60. 

Unions, relation of S.M. to, 85. 



Vocational guidance, relation of 
S.M. to, 100. 



Wages under S.M., 89. 
Waste, liability under S.M., 43. 
Welfare work, place in S.M., 

100. 
Winslow, C. A. E., article on health 

by, 64. 
Worker, effect of bonus on, 81. 
effect of S.M. on, 45. 
welfare of, under S.M., 103. 



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*4 


00 


*5 


00 


*7 


50 


*2 


00 


*I 


25 


*I 


50 


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D. VAX NOSTRAND COMPANY'S SHORT-TITLE CATALOG 7 

Bowser, E. A. A Treatise on Roofs and Bridges i2mo, *2 25 

Boycott, G. W. M. Compressed Air Work and Diving 8vo, *4 00 

Bragg, E. M. Marine Engine Design i2mo, *2 00 

Brainard, F. R. The Sextant. (Science Series No. 10 1.) 

i6mo, 

Brassey*s Naval Annual for 19 11 8vo, *6 00 

Brew, W. Three-Phase Transmission _ .8vo, *2 00 

Brewer, R. W. A. The Motor Car i2mo, *2 00 

Briggs, R., and Wolff, A. R. Steam-Heating. (Science Series 

No. 67.) i6mo, o 50 

Bright, C. The Life Story of Sir Charles Tilson Bright Svo, *4 50 

British Standard Sections 8x15 *i 00 

Complete list of this series (45 parts) sent on application. 
Broadfoot, S. K. Motors Secondary Batteries. (Installation 

Manuals Series.) i2mo, *o 75 

Broughton, H. H. Electric Cranes and Hoists *9 00 

Brown, G. Healthy Foundations. (Science Series No. 80.) 

i6mo, o 50 

Brown, H. Irrigation 8vo, *5 00 

Brown, Wm. N. The Art of Enamelling on Metal i2mo, *i 00 

Handbook on Japanning and Enamelling i2mo, *i 50 

House Decorating and Painting i2mo, *i 50 

History of Decorative Art i2mo, *i 25 

Dipping, Burnishing, Lacquering and Bronzing Brass 

Ware i2mo, *i 00 

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Browne, R. E. Water Meters. (Science Series No. 81.). i6mo, o 50 

Bruce, E. M. Pure Food Tests i2mo, *i 25 

Bruhns, Dr. New Manual of Logarithms 8vo, half mor., 2 50 

Brunner, R. Manufacture of Lubricants, Shoe Polishes and 

Leather Dressings. Trans, by C. Salter 8vo, *3 00 

Buel, R. H. Safety Valves. (Science Series No. 21.). . . . i6mo, o 50 
Bulmann, H. F., and Redmayne, R. S. A. Colliery Working and 

Management 8vo, 6 00 

Burgh, N. P. Modern Marine Engineering 4to, half mor., 10 00 

Burt, W. A. Key to the Solar Compass i6mo, leather, 2 50 

Burton, F. G. Engineering Estimates and Cost Accounts. 

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8 D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 



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Elastic Arches. (Science Series No. 48.) i6mo, o 50 

Maximum Stresses. (Science Series No. 38.) i6mo, o 50 

Practical Designing Retaining of Walls. (Science Series 

No. 3.) i6mo, o 50 

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(Science Series) i6mo, o 50 

— — Theory of Voussoir Arches. (Science Series No. 12.) m 

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Campin, F. The Construction of Iron Roofs 8vo, 2 00 

Carpenter, F. D. Geographical Surveying. (Science Series 

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Carpenter, R. C, and Diederichs, H. Internal -Combustion 

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Carter, E. T. Motive Power and Gearing for Electrical Machin- 
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Carter, H. A. Ramie (Rhea), China Grass i2mo, *2 00 

Carter, H. R. Modern Flax, Hemp, and Jute Spinning 8vo, *3 00 

Cathcart, W. L. Machine Design. Part I. Fastenings 8vo, *3 00 

Cathcart, W. L., and Chaffee, J. I. Elements of Graphic Statics 

and General Graphic Methods 8vo, *3 00 

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Caven, R. M., and Lander, G. D. Systematic Inorganic Chemis- 
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8vo {In Press.) 

Charpentier, P. Timber 8vo, *6 00 

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Series.) i6mo, o 50 

How to Use Water Power i2mo, *i 00 

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Christie, W. W. Boiler-waters, Scale, Corrosion, Foaming. 

8vo, *3 00 

Chimney Design and Theory 8vo, *3 00 

Furnace Draft. (Science Series) i6mo, o 50 

Church's Laboratory Guide. Rewritten by Edward Kinch. .8vo, *2 50 

Clapperton, G. Practical Papermaking 8vo, 2 50 



D. VAN NOSTKAND COMPANY'S SHORT-TITLE CATALOG 9 

Clark, A. G. Motor Car Engineering. VoL I. Construction. 

{In Press.) 

Clark, C. H. Marine Gas Engines i2mo, *i 50 

Clark, D. K. Rules, Tables and Data for Mechanical Engineers 

8vo, 5 00 

Fuel: Its Combustion and Economy i2mo, i 50 

The Mechanical Engineer's Pocketbook i6mo, 2 00 

Tramways: Their Construction and Working 8vo, 7 50 

Clark, J. M. New System of Laying Out Railway Turnouts . . 

i2mo, I 00 
Clausen-Thue, W. ABC Telegraphic Code. Fourth Edition 

i2mo, *5 00 

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The Ai Telegraphic Code Svo, *y 50 

Cleemann, T. M. The Railroad Engineer's Practice i2mo, *i 50 

Clerk, D., and Idell, F. E. Theory of the Gas Engine. (Science 

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Clevenger, S. R. Treatise on the Method of Government Sur- 
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Clouth, F. Rubber, Gutta-Percha, and Balata Svo, *5 00 

Coffin, J. H. C. Navigation and Nautical Astronomy i2mo, *3 50 

Colburn, Z., and Thurston, R. H. Steam Boiler Explosions. 

(Science Series No. 2.) i6mo, o 50 

Cole, R. S. Treatise on Photographic Optics i2mo, i 50 

Coles- Finch, W. Water, Its Origin and Use Svo, *5 00 

Collins, J. E. Useful Alloys and Memoranda for Goldsmiths, 

Jewelers : i6mo, o 50 

Constantine, E. Marine Engineers, Their Qualifications and 

Duties Svo, *2 00 

Coombs, H. A. Gear Teeth. (Science Series No. 120). . .i6mo, o 50 

Cooper, W. R. Primary Batteries Svo, *4 00 

** The Electrician '' Primers Svo, *5 00 

Part I *i 50 

Part II *2 50 

Part in *2 00 

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Corey, H. T. Water Supply Engineering Svo {In Press.) 

Corfield, W. H. Dwelling Houses. (Science Series No. 50.) i6mo, o 50 
Water and Water-Supply. (Science Series No. 17.). . i6mo, 50 



s 

10 D. VAN NOSTRAND COiMPANY's SHORT-TITLE CATALOG ' 

Cornwall, H. B. Manual of Blow-pipe Analysis 8vo, *2 so 

Courtney, C. F. Masonry Dams 8vo, 3 50 

Cowell, W. B. Pure Air, Ozone, and Water i2mo, *2 00 

Craig, T. Motion of a Solid in a Fuel. (Science Series No. 49.) 

i6mo, 50 I 

Wave and Vortex Motion. (Science Series No. 43.) . i6mo, o 50 | 

Cramp, W. Continuous Current Machine Design 8vo, *2 50 ^ 

Crocker, F. B. Electric Lighting. Two Volumes. Svo. 

VoL I. The Generating Plant 3 00 

Vol. n. Distributing Systems and Lamps 3 00 

Crocker, F. B., and Arendt, M. Electric Motors Svo, *2 50 

Crocker, F. B., and Wheeler, S. S. The Management of Electri- 
cal Machinery i2mo, *i 00 

Cross, C. F., Bevan, E. J., and Sindall, R. W. Wood Pulp and 

Its Applications. (Westminster Series.) Svo, *2 00 

Crosskey, L. R. Elementary Prospective Svo, i 00 

Crosskey, L. R., and Thaw, J. Advanced Perspective Svo, i 50 

CuUey, J. L. Theory of Arches. (Science Series No. 87.)i6mo, o 50 

Davenport, C. The Book. (Westminster Series.) Svo, *2 00 

Da vies, D. C. Metalliferous Minerals and Mining Svo, 5 00 

Earthy Minerals and Mining Svo, 5 00 

Da vies, E. H. Machinery for Metalliferous Mines Svo, 8 00 

Da vies, F. H. Electric Power and Traction Svo, *2 00 

Dawson, P. Electric Traction on Railways Svo, *g 00 

Day, C. The Indicator and Its Diagrams i2mo, *2 00 

Deerr, N, Sugar and the Sugar Cane Svo, *8 00 

Deite, C. Manual of Soapmaking. Trans, by S. T. King. .4to, *5 00 
De la Coux, H. The Industrial Uses of Water. Trans, by A. 

Morris Svo, *4 50 

Del Mar, W. A. Electric Power Conductors Svo, *2 00 

Denny, G. A. Deep-Level Mines of the Rand 4to, *io 00 

Diamond Drilling for Gold *5 00 

De Roos, J. D. C. Linkages. (Science Series No. 47.). . . i6mo, o 50 

Derr, W. L. Block Signal Operation Oblong i2mo, *i 50 

Desaint, A. Three Hundred Shadesand How to Mix Them. .Svo, *io 00 

De Varona, A. Sewer Gases. (Science Series No. 55.)...i6mo, o 50 
Devey, R. G. Mill and Factory Wiring. (Installation Manuals 

Series.) i2mo, *i 00 



D, VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 11 

Dibdin, W. J. Public Lighting by Gas and Electricity 8vo, *8 oo 

Purification of Sewage and Water 8vo, 6 50 

Dichman, C. Basic Open-Hearth Steel Process Svo, *3 50 

Dietrich, K. Analysis of Resins, Balsams, and Gum Resins .Svo, *3 00 
Dinger, Lieut. H. C. Care and Operation of Naval Machinery 

i2mo. *2 00 
Dixon, D. B. Machinist's and Steam Engineer's Practical Cal- 
culator i6mo, mor., i 25 

Doble, W. A. Power Plant Construction on the Pacific Coast. 

{In Press.) 
Dodd, G. Dictionary of Manufactures, Mining, Machinery, and 

the Industrial Arts i2mo, i 50 

Dorr, B. F. The Surveyor's Guide and Pocket Table-book. 

i6mo, mor., 2 00 

Down, P. B. Handy Copper Wire Table i6mo, *i 00 

Draper, C. H. Elementary Text-book of Light, Heat and 

Sound i2mo, i 00 

Heat and the Principles of Thermo-dynamics i2mo, i 50 

Duckwall, E. W. Canning and Preserving of Food Products. Svo, *5 00 
Dumesny, P., and Noyer, J. Wood Products, Distillates, and 

Extracts Svo, *4 50 

Duncan, W. G., and Penman, D. The Electrical Equipment of 

Collieries : Svo, *4 00 

Duthie, A. L. Decorative Glass Processes. (Westminster 

Series) Svo, *2 00 

Dyson, S. S. Practical Testing of Raw Materials Svo, *$ 00 

Dyson, S. S., and Clarkson, S. S. Chemical Works (/?i Press.) 

Eccles, R.G., and Duckwall, E.W. Food Preservatives. Svo, paper, o 50 

Eddy, H. T. Researches in Graphical Statics Svo, i 50 

Maximum Stresses under Concentrated Loads Svo, i 50 

Edgcumbe, K. Industrial Electrical Measuring Instruments . 

Svo, *2 50 

Eissler, M. The Metallurgy of Gold Svo, 7 50 

The Hydrometallurgy of Copper Svo, *4 50 

The Metallurgy of Silver Svo, 4 00 

— — The Metallurgy of Argentiferous Lead Svo, 5 00 

Cyanide Process for the Extraction of Gold Svo, 3 00 

A Handbook of Modern Explosives Svo, g 00 



12 D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 

Ekin, T. C, Water Pipe and Sewage Discharge Diagrams 

folio, *3 00 
Eliot, C. W., and Storer, F. H. Compendious Manual of Qualita- 
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Elliot, Major G. H. European Light-house Systems 8vo, 5 00 

Ennis, Wm. D. Linseed Oil and Other Seed Oils 8vo, *4 00 

Applied Thermodynamics 8vo, *4 50 

Flying Machines To-day i2mo, *i 50 

Vapors for Heat Engines i2mo, *i 00 

Erfurt, J. Dyeing of Paper Pulp. Trans, by J. Hubner. ..Svo, *7 50 

Erskine -Murray, J. A Handbook of Wireless Telegraphy.. Svo, *3 50 

Evans, C. A. Macadamized Roads (In Press.) 

Ewing, A. J. Magnetic Induction in Iron Svo, *4 00 

Fairie, J. Notes on Lead Ores i2mo, *i 00 

Notes on Pottery Clays i2mo, *i 50 

Fairley, W., and Andre, Geo. J. Ventilation of Coal Mines. 

(Science Series No. 5S.) i6mo, o 50 

Fairweather, W. C. Foreign and Colonial Patent Laws . . .Svo, *3 00 
Fanning, T. T. Hydraulic and Water-supply Engineering. 

Svo, *5 00 
Fauth, P. The Moon in Modern Astronomy. Trans, by J. 

McCabe Svo, *2 00 

Fay, I. W. The Coal-tar Colors Svo, *4 00 

Fernbach, R. L. Glue and Gelatine Svo, *3 00 

Chemical Aspects of Silk Manufacture i2mo, *i 00 

Fischer, E. The Preparation of Organic Compounds. Trans. 

by R. V. Stanford 1 2mo, *i 25 

Fish, J. C. L. Lettering of Working Drawings Oblong So, i 00 

Fisher, H. K. C, and Darby, W. C. Submarine Cable Testing. 

Svo, *3 50 

Fiske, Lieut. B. A. Electricity in Theory and Practice Svo, 2 50 

Fleischmann, W. The Book of the Dairy. Trans, by C. M. 

Aikman Svo, 4 00 

Fleming, J. A. The Alternate-current Transformer. Two 

Volumes Svo, 

Vol. I. The Induction of Electric Currents. . . , *5 00 

Vol. II. The Utilization of Induced Currents *5 00 

Propagation of Electric Currents Svo, *3 00 



D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 13 

Fleming, J, A. Centenary of the Electrical Current 8vo, *o 50 

Electric Lamps and Electric Lighting 8vo, *s 00 

Electric Laboratory Notes and Forms 4to, *5 00 

A Handbook for the Electrical Laboratory and Testing 

Room. Two Volumes 8vo, each, *5 00 

Fluery, H. The Calculus Without Limits or Infinitesimals. 

Trans, by C. 0. Mailloux {In Press.) 

Flynn, P. J. Flow of Water. (Science Series No. 84.). . . i6mo, o 50 

Hydraulic Tables. (Science Series No.*66.) i6mo, o 50 

Foley, N. British and American Customary and Metric Meas- 
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Foster, H. A. Electrical Engineers' Pocket-book. {Sixth 

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Engineering Valuation of Public Utilities - -Svo (In Press.) 

Foster, Gen. J. G. Submarine Blasting in Boston (Mass.) 

Harbor 4to, 3 50 

Fowle, F. F. Overhead Transmission Line Crossings .. . .i2mo, *i 50 

The Solution of Alternating Current Problems 8vo {In Press.) 

Fox, W. G. Transition Curves. (Science Series No. no.). i6mo, 50 
Fox, W., and Thomas, C. W, Practical Course in Mechanical 

Drawing i2mo, i 25 

Foye, J. C. Chemical Problems. (Science Series No. 69.). i6mo, 050 
— — Handbook of Mineralogy. (Science Series No. 86.).. i6mo, 50 

Francis, J. B. Lowell Hydraulic Experiments 4to, 15 00 

Freudemacher, P. W. Electrical Mining Installations. (In- 
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Fritsch, J. Manufacture of Chemical Manures. Trans, by 

D. Grant Svo, *4 00 

Frye, A, I. Civil Engineers* Pocket-book. i2mo, leather . . (In Press.) 
Fuller, G. W. Investigations into the Purification of the Ohio 

River 4to, *io 00 

Furnell, J. Paints, Colors, Oils, and Varnishes Svo, *i* 00 

Gant, L. W. Elements of Electric Traction Svo, *2 50 

Garforth, W. E. Rules for Recovering Coal Mines after Explo- 
sions and Fires i2mo, leather, i 50 

Gaudard, J. Foundations. (Science Series No. 34.) i6mo, o 50 

Gear, H. B., and Williams, P. F. Electric Central Station Dis- 
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14 D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 

Geerligs, H. C. P. Cane Sugar and Its Manufacture 8vo, *5 oo 

Geikie, J. Structural and Field Geology 8vo, *4 oo 

Gerber, N. Analysis of Milk, Condensed Milk, and Infants^ 

Milk-Food 8vo, 125 

Gerhard, W. P. Sanitation, Water-supply and Sewage Disposal 

of Country Houses i2mo, 

Gas Lighting. (Science Series No. iii.) i6mo, 

Household Wastes. (Science Series No. 97.) i6mo, 

House Drainage. (Science Series No. 63.) i6mo, 

Sanitary Drainage of Buildings. (Science Series No. 93.) 

i6mo, 



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Gerhardi, C. W. H. Electricity Meters Svo, 

Geschwind, L. Manufacture of Alum and Sulphates. Trans. 

by C. Salter Svo, 

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Physics of Solids and Fluids. (Carnegie Technical Schools 

Text-books.) *i 

Gibson, A. H. Hydraulics and Its Application Svo, 

Water Hammer in Hydraulic Pipe Lines i2mo, *2 00 

Gilbreth, F. B. Motion Study. A Method for Increasing the 

Efficiency of the Workman i2mo, *2 00 

Primer of Scientific Management {In Press.) 

Gillmore, Gen. Q. A. Limes, Hydraulic Cements and Mortars. 

Svo, 4 00 

Roads, Streets, and Pavements i2mo, 2 00 

Golding, H. A. The Theta-Phi Diagram i2mo, *i 25 

Goldschmidt, R. Alternating Current Commutator Motor .Svo, *3 00 
Goodchild, W. Precious Stones. (Westminster Series. ).. .Svo, *2 00 

Goodeve, T. M. Textbook on the Steam-engine i2mo, 2 00 

Gore, G. Electrolytic Separation of Metals Svo, *3 50 

Gould, E. S. Arithmetic of the Steam-engine i2mo, i 00 

Calculus. (Science Series No. 112.) i6mo, o 50 

High Masonry Dams. (Science Series No. 22.) i6mo, 50 

Practical Hydrostatics and Hydrostatic Formulas. (Science 

Series.) i6mo, o 50 

Grant, J. Brewing and Distilling. (Westminster Series.) 

Svo {In Press.) 

Gratacap, L. P. A Popular Guide to Minerals. Svo {In Press.) 

Gray, J. Electrical Influence Machines i2mo, 2 00 



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00 


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D. VAN NOSTRAND COMPANY'S SPIOHT-TITLE CATALOG 15 

Greenwood, E. Classified Guide to Technical and Commercial 

Books 8vo, 

Gregorius, R. Mineral Waxes. Trans, by C. Salter i2mo, 

Griffiths, A. B. A Treatise on Manures i2mo, 

Dental Metallurgy 8vo, 

Gross, E. Hops 8 vo, 

Grossman, J. Ammonia and its Compounds i2mo, 

Groth, L. A. Welding and Cutting Metals by Gases or Electric- 
ity 8vo, 

Grov<?r, F. Modern Gas and Oil Engines 8vo, 

Gruner, A. Power-loom Weaving 8vo, 

Guldner, Hugo. Internal-Combustion Engines. Trans, by 

H. Diedrichs 4to, ^ 

Gunther, C. 0. Integration i2mo, 

Gurden, R. L. Traverse Tables folio, half mor. 

Guy, A. E. Experiments on the Flexure of Beams 8vo, 

Haeder, H. Handbook on the Steam-engine. Trans, by H. H. 

P. Powles i2mo, 3 00 

Haenig, A. Emery and the Emery Industry 8vo, 

Hainbach, R. Pottery Decoration. Trans, by C. Slater i2mo, 

Hale, W. J. Calculations of General Chemistry i2mo, 

Hall, C. H. Chemistry of Paints and Paint Vehicles. .... i2mo. 

Hall, R. H. Governors and Governing Mechanism. i2mo. 

Hall, W. S. Elements of the Differential and Integral Calculus 

8vo, 

Descriptive Geometry 8vo volume and 4to atlas, 

Haller, G. F., and Cunningham, E. T. The Tesla Coil 1 2mo, 

Halsey, F. A. Slide Valve Gears i2mo, 

The Use of the Slide Rule. (Science Series.) i6mo, 

Worm and Spiral Gearing. (Science Series.). ...... i6mo, 

Hamilton, W. G. Useful Information for Railway Men. . i6mo, 
Hammer,W. J. Radium and Other Radioactive Substances, Bvo, 

Hancock, H. Textbook of Mechanics and Hydrostatics 8vo, 

Hardy, E. Elementary Principles of Graphic Statics i2mo, 

Harrison, W. B. The Mechanics' Tool-book i2mo. 

Hart, J. W. External Plumbing Work 8vo, 

Hints to Plumbers on Joint Wiping 8vo, 

— — Principles of Hot Water Supply 8vo, 



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16 D. VAN NOSTRANTJ COMPANY'S SHORT-TITLE CATALOG 

Hart, J. W. Sanitary Plumbing and Drainage 8vo, *3 oo 

Haskins, C. H. The Galvanometer and Its Uses i6mo, i 50 

Hatt, J. A. H. The Colorist square i2mo, *i 50 

Hausbrand, E. Drying by Means of Air and Steam. Trans. 

by A. C. Wright i2mo, *2 00 

Evaporating, Condensing and Cooling Apparatus. Trans. 

by A. C. Wright 8vo, *5 00 

Hausner, A. Manufacture of Preserved Foods and Sweetmeats. 

Trans, by A. Morris and H. Robson. 8vo, *3 00 

Hawke, W. H. Premier Cipher Telegraphic Code 4to, *5 00 

100,000 Words Supplement to the Premier Code.. . . . .4to, *5 00 

Hawkesworth, T. Graphical Handbook for Reniforced Concrete 

Design 4to, *2 50 

Hay, A. Alternating Currents Svo, *2 50 

Electrical Distributing Networks and Distributing Lines.Svo, *3 50 

— — Continuous Current Engineering Svo, *2 50 

Heap, Major D. P. Electrical Appliances Svo, 2 00 

Heaviside, 0. Electromagnetic Theory. Two volumes. 

Svo, each, *5 00 

Heck, R. C. H. Steam Engine and Turbine Svo, *5 00 

Steam-Engine and Other Steam Motors. Two Volumes. 

Vol. L Thermodynamics and the Mechanics.. Svo, *3 50 

Vol. n. Form, Construction and Working Svo, *5 00 

Notes on Elementary Kinematics Svo, boards, *i 00 

Graphics of Machine Forces Svo, boards, * i 00 

Hedges, K. Modern Lightning Conductors Svo, 3 00 

Heermann, P. Dyers' Materials. Trans, by A. C. Wright. 

i2mo, *2 50 
Hellot, Macquer and D'Apligny. Art of Dyeing Wool, Silk and 

Cotton. Svo, *2 00 

Henrici, 0. Skeleton Structures Svo, i 50 

Hering, D. W. Physics for College Students {In Preparation,) 

Hermann, G. The Graphical Statics of Mechanism. Trans. 

by A. P. Smith i2mo, 2 00 

Herring-Shaw, A. Domestic Sanitation and Plumbing. Two 

Parts Svo, *5 00 

Elementary Science of Sanitation and Plumbing .... Svo, *2 00 

Herzfeld, J. Testing of Yarns and Textile Fabrics Svo, *3 50 

Hildebrandt, A. Airships, Past and Present Svo, *3 50 



D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 17 

Hildenbrand, B. W. Cable-Making. (Science Series No. 32.) 

i6mo, o 50 

Hildich, H. Concise History of Chemistry i2mo, *i 25 

Hill, J. W. The Purification of Pubhc Water Supphes. New 

Edition (/n Press.) 

Interpretation of Water Analysis {In Prass.) 

Hiroi, I. Plate Girder Construction. (Science Series No. 95.) 

i6mo, o 50 

Statically-Indeterminate Stresses i2mo, *2 00 

Hirshfeld, C. F. Engineering Thermodynamics. (Science 

Series.) i6mo, 

Hobart, H. M. Heavy Electrical Engineering 8vo, 

Design of Static Transformers 8vo, 

Electricity 8vo, 

Electric Trains.. 8vo, 

Electric Propulsion of Ships 8vo, 

Hobbs, W. R. P. The Arithmetic of Electrical Measurements 

i2mo, 
Hoff, J. N. Paint and Varnish Facts and Formulas. .... i2mo, 
Hoff, Com.W. B. The Avoidance of Collisions at Sea. i6mo, mor., 

Hole, W. The Distribution of Gas 8vo, 

Holley, A. L. Railway Practice folio, 

Holmes, A. B. The Electric Light Popularly Explained. 

i2mo, paper, 

Hopkins, N. M. Experimental Electrochemistry 8vo, 

Model Engines and Small Boats i2mo, 

Hopkinson, J., Shoolbred, J. N., and Day, R. E. Dynamic 

Electricity. (Science Series'No. 71.) i6mo, 

Horner, J. Engineers* Turning 8vo, 

Metal Turning i2mo, 

Toothed Gearing i2mo, 

Houghton, C. E. The Elements of Mechanics of Materials. 

i2mo, 

Houllevigue, L. The Evolution of the Sciences 8vo, 

Howe, G. Mathematics for the Practical Man i2mo, 

Howorth, J. Repairing and Riveting Glass, China and Earthen- 
ware 8vo, paper, 

Hubbard, E. The Utilization of Wood-waste 8vo, 

Humber, W. Calculation of Strains in Girders i2mo, 






50 


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18 D, VAN NOSTRAND COMPANY'S SHOUT-TITLE CATALOG 

Humphreys, A. C. The Business Features of Engineering 

Practice 8vo, *i 25 

Hurst, G. H. Handbook of the Theory of Color 8vo, *2 50 

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Lubricating Oils, Fats and Greases 8vo, *4 00 

Soaps 8vo, *5 00 

Textile Soaps and Oils 8vo, *2 50 

Hurst, H. E., and Lattey, R. T. Text-book of Physics 8vo, *3 00 

Hutchinson, R. W., Jr. Long Distance Electric Power Trans- 
mission i2mo, *3 00 

Hutchinson, R. W., Jr., and Ihlseng, M. C. Electricity in 

Mining i2mo {In Press.) 

Hutchinson, W. B. Patents and How to Make Money Out of 

Them. i2mo, i 25 

Hutton, W. S. Steam-boiler Construction 8vo, 6 00 

Practical Engineer's Handbook 8vo, 7 00 

The Works* Manager's Handbook. 8vo, 6 00 

Hyde, E. W. Skew Arches. (Science Series No. 15.).. . . i6mo, o 50 

Induction Coils. (Science Series No. 53.) i6mo, o 50 

Ingle, H. Manual of Agricultural Chemistry. 8vo, *3 00 

Innes, C. H. Problems in Machine Design. i2mo, *2 00 

Air Compressors and Blowing Engines i2mo, *2 00 

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The Fan i2mo, *2 00 

Isherwood, B. F. Engineering Precedents for Steam Machinery 

8vo, 2 50 

Ivatts, E. B. Railway Management at Stations 8vo, *2 50 

Jacob, A., and Gould, E. S. On the Designing and Construction 

of Storage Reservoirs. (Science Series No. 6.). . i6mo, 50 

Jamieson, A. Text Book on Steam and Steam Engines. . . 8vo, 3 00 

Elementary Manual on Steam and the Steam Engine . 1 2mo, i 50 

Jannettaz, E. Guide to the Determination of Rocks. Trans. 

by G. W. Plympton i2mo, i 50 

Jehl, F. Manufacture of Carbons 8vo, *4 00 

Jennings, A. S. Commercial Paints and Painting. (West- 
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Jennison, F. H. The Manufacture of Lake Pigments 8vo, *3 00 



D. VAN NOSTRAND COMPANY ^S SHORT-TITLE CATALOG 1!) 

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Johnson, G. L. Photographic Optics and Color Photography 

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i2mo, *o 75 
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Johnston, J. F. W., and Cameron, C. Elements of Agricultural 

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Kansas City Bridge 4to, 6 00 

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96.) i6mo, o so 

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Keller, S. S. Mathematics for Engineering Students. 

i2mo, half leather, 

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20 D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 

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Half Mor. 

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Knott, C. G., and Mackay, J. S. Practical Mathematics. . .8vo, 

Koester, F. Steam-Electric Power Plants 4to, 

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Cosmetics 8vo, 

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Lambert, T. Lead and its Compounds 8vo, 

Bone Products and Manures Svo, 



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D. VAN NOSTRAND COMPANY S SHOUT-TITLE CATALOG 21 

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r Vol. IL Aerodonetics *6 00 

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Svo, *4 50 

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(In Press.) 



22 D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 

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100,000,000 Combination Code Svo, *io 00 

Engineering Code Svo, *i2 50 

Livermore, V. P., and Williams, J. How to Become a Com- 
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Livingstone, R. Design and Construction of Commutators. 

Svo, *2 25 
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Locke, A. G. and C. G. Manufacture of Sulphuric Acid ..... Svo, 10 00 

Lockwood, T. D. Electricity, Magnetism, and Electro-teleg- 
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Lodge, 0. J. Elementary Mechanics. i2mo, i 50 

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Loring, A. E. A Handbook of the Electromagnetic Telegraph. 

(Science Series No. 39) i6mo, o 50 

Loewenstein, L. C, and Crissey, C. P. Centrifugal Pumps . 

Svo, *4 50 

Lucke, C. E. Gas Engine Design Svo, *3 00 

Power Plants: their Design, Efficiency, and Power Costs. 

2 vols {In Preparation.) 

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Svo, 

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Technical Chemists' Handbook i2mo, leather, *3 50 



D. VAiN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 23 

Lunge, G. Technical Methods of Chemical Analysis. Trans, 
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specialists. 

Vol. I. In two parts 8vo, * 15 oo 

Vol. II. In two parts 8vo, *i8 00 

Vol. Ill {I7i Preparation.) 

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to Mining Svo, *4 50 

Luquer, L. M. Minerals in Rock Sections Svo, *i 50 

Macewen, H. A. Food Inspection Svo, *2 50 

Mackenzie, N. F. Notes on Irrigation Works Svo, *2 50 

Mackie, J. How to Make a Woolen Mill Pay Svo, *2 00 

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Svo, 4 00 
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(Science Series No. 10.) i6mo, 

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i6mo, o 50 
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Mechanical Engineering Materials i2mo, *i 00 

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Marlow, T. G. Drying Machinery and Practice Svo, *5 00 

Marsh, C. F. Concise Treatise on Reinforced Concrete.. . Svo, *2 50 

Marsh, C. F., and Dunn, W. Reinforced Concrete 4to, *5 00 

Manual of Reinforced Concrete and Concrete Block Con- 
struction i6mo, mor., *2 50 

Marshall, W.J., and Sankey, H. R. Gas Engines. (Westminster 

Series.) Svo, *2 00 

Martin, G. Triumphs and Wonders of Modem Chemistry. 

Svo, *2 00 
Massie, W. W., and Underhill, C. R. Wireless Telegraphy and 

Telephony i2mo, *i 00 



*I0 


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24 D. VAN NOSTRAND COMPANY^S SHORT-TITLE CATALOG 

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Maurice, W. Electric Blasting Apparatus and Explosives ..8vo, *3 50 

Shot Firer^s Guide 8vo, *i 50 

Maxwell, J. C. Matter and Motion. (Science Series No. 36.) 

i6mo, o 50 , 
Maxwell, W. H., and Brown, J. T. Encyclopedia of Municipal 

and Sanitary Engineering. 4to, 

Mayer, A. M. Lecture Notes on Physics.. 8vo, 

McCuUough, R. S. Mechanical Theory of Heat 8vo, 

Mcintosh, J. G. Technology of Sugar 8vo, 

Industrial Alcohol 8vo, 

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Vol. I. Oil Crushing, Refining and Boiling *3 50 

Vol. II. Varnish Materials and Oil Varnish Making *4 00 

Vol. III. Spirit Varnishes and Materials *4 5o 

McKnight, J. D., and Brown, A. W. Marine Multitubular 

Boilers *i 50 

McMaster, J. B. Bridge and Tunnel Centres. (Science Series 

No. 20.) i6mo, 

McMechen, F. L. Tests for Ores, Minerals and Metals. . . i2mo, 

McNeill, B. McNeill's Code 8vo, 

McPherson, J. A. Water-works Distribution 8vo, 

Melick, C. W. Dairy Laboratory Guide i2mo, 

Merck, E. Chemical Reagents; Their Purity and Tests. . . 8vo, 
Merritt, Wm. H. Field Testing for Gold and Silver . i6mo, leather, 
Meyer, J. G. A., and Pecker, C. G. Mechanical Drawing and 

Machine Design 4to, 

Michell, S. Mine Drainage 8vo, 

Mierzinski, S. Waterproofing of Fabrics. Trans, by A. Morris 

and H. Robson. 8vo, 

Miller, E. H. Quantitative Analysis for Mining Engineers . . 8vo, 
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Milroy, M. E. W. Home Lace -making i2ma, 

Minifie, W. Mechanical Drawing 8vo, 

Mitchell, C. A., and Prideaux, R. M. Fibres Used in Textile and 

Hied Industries 8vo, *3 00 






50 


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D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 25 

Modern Meteorology i2mo, i 50 

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Spanish-English Technical Terms 64mo, leather, *i 00 

Moore, E. C. S. New Tables for the Complete Solution of 

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Morecroft, J. H., and Hehre, F. W. Testing Electrical Ma- 
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Moreing, C. A., and Neal, T. New General and Mining Tele- 
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Morgan, A. P. Wireless Telegraph Construction for Amateurs. 

i2mo, *i 50 

Moses, A. J. The Characters of Crystals Svo, *2 00 

Moses, A. J., and Parsons, C. I. Elements of Mineralogy. Svo, *2 50 
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Series.) i6mo, o 50 

The Lay-out of Corliss Valve Gears. (Science Series) . i6mo, 050 

MuUin, J. P. Modern Moulding and Pattern-making. . . . i2mo, 2 50 
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(Westminster Series.) Svo, *2 00 

Murphy, J. G. Practical Mining i6mo, i 00 

Murray, J. A. Soils and Manures. (Westminster Series.). Svo, *2 00 

Naquet, A. Legal Chemistry. i2mo, 2 00 

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Neave, G. B., and Heilbron, I. M. Identification of Organic 

Compounds i2mo, *i 25 

Neilson, R. M. Aeroplane Patents Svo, *2 00 

Nerz, F. Searchlights. Trans, by C. Rodgers Svo, *3 00 

Nesbit, A. F. Electricity and Magnetism {In Preparation.) 

Neuberger, H., and Noalhat, H. Technology of Petroleum. 

Trans, by J. G. Mcintosh. Svo, *io 00 

Newall, J. W. Drawing, Sizing and Cutting Bevel-gears.. . . Svo, i 50 

Nicol, G. Ship Construction and Calculations Svo, *4 50 

Nipher, F. E. Theory of Magnetic Measurements i2mo, i 00 

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26 D. VAX NOSTRAND COMPANY'S SHORT TITLE CATALOG 

Noll, A. How to Wire Buildings i2mo, i 50 

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Petrol Air Gas i2mo, *o 75 

Ohm, G. S., and Lockwood, T. D. Galvanic Circuit. Trans, by 

William Francis. (Science Series No. 102.). . . . i6mo, o 50 
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8vo, *4 00 
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Oudin, M. A. Standard Polyphase Apparatus and Systems . .8vo, *3 00 

Palaz, A. Industrial Photometry. Trans, by G. W. Patterson, 

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Pamely, C. Colliery Manager's Handbook 8vo, *io 00 

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Parshall, H. F., and Parry, E. Electrical Equipment of Tram- 
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I). VAN NOSTRAND COMPANY'S SHORT TITLE CATALOG 27 

Paulding. C. P. Transmission of Heat through Cold-storage 

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*4 


50 


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28 D. VAN NOSTRAND COMPANY'S SHORT TITLE CATALOG 

Popplewell, W. C. Elementary Treatise on Heat and Heat 

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Pritchard, O. G. The Manufacture of Electric-light Carbons. 

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Reed*s Engineers' Handbook. 8vo, 

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Students oblong 4to, boards, 

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Reiser, F. Hardening and Tempering of Steel. Trans, by A. 

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— — Spinning and Weaving Calculations 8vo, *5 00 



*I 


25 


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*2 


50 


*2 


50 


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50 


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50 





50 


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30 D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 

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Rice, J. M., and Johnson, W. W. A New Method of Obtaining 

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Richardson, S. S. Magnetism and Electricity i2mo, *2 00 

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i2mo, 

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Vol. III. Applications 

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Manual Svo *i 50 



*3 


50 


*3 


50 


*3 


00 


I 


25 


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00 


2 


50 


2 


25 


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*4 


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3 


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*2 


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5 


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75 


*i 


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I 


50 


*2 


50 


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50 



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Scribner, J. M. Engineers' and Mechanics* Companion. 

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i2mo. 

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i2mo, I 00 



*3 


50 


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34 D. VAN NOSTRAND COMPANY'S SHORT-TITLE CATALOG 

Spangenburg, L. Fatigue of Metals. Translated by S. H. 

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gvo, *5 00 

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50 


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75 



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50 


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2 


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with analytical solutions. Methods and cost of work have received special attention. 

1,400 Pages 500 Tables 1,100 Illustrations 



JUN 26 1912 



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